0 CONTENTS

CHAPTER 1: EXECUTIVE SUMMARY ...... 4 3.4.4 Financially Sustainability and Viability ...... 78 COMPONENT A: MAYOR’S FOREWORD ...... 4 3.4.5 Good Governance and Public Participation ...... 79 COMPONENT B: EXECUTIVE SUMMARY ...... 6 3.5 Municipal Functions ...... 80 3.6 Overview of Performance per Ward ...... 81 1.1 Municipal Manager’s Overview ...... 6 COMPONENT A: BASIC SERVICES ...... 82 1.2 Municipal Functions, Population and Environmental Overview ...... 7 3.7 Water Provision ...... 83 1.3 Service Delivery Overview...... 21 3.8 Sanitation Services ...... 87 1.4 Financial Health Overview ...... 29 3.9 Electricity ...... 91 1.5 Organisational Development Overview ...... 31 3.10 Waste Management (refuse collections, waste 1.6 Auditor-General Report ...... 33 disposal, street cleaning and recycling) ...... 95 CHAPTER 2: GOVERNANCE ...... 35 3.11 Housing ...... 99 3.12 Free Basic Services and Indigent Support ...... 99 COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE ...... 35 COMPONENT B: ROAD TRANSPORT ...... 100 3.13 Roads ...... 100 2.2 Political Governance Structure ...... 36 3.14 Stormwater ...... 103 2.3 Administrative Governance Structure ...... 41 COMPONENT B: INTERGOVERNMENTAL COMPONENT C: PLANNING AND DEVELOPMENT RELATIONS ...... 43 ...... 106 3.15 Planning ...... 106 2.4 Intergovernmental Relations (IGR) ...... 43 3.16 LED ...... 109 COMPONENT C: PUBLIC ACCOUNTABILITY ..... 49 COMPONENT D: COMMUNITY AND SOCIAL 2.5 Public Meetings ...... 49 SERVICES ...... 115 COMPONENT D: CORPORATE GOVERNANCE .... 57 3.17 Libraries ...... 115 2.6 Risk Management ...... 57 3.18 Cemeteries ...... 120 2.7 Anti-corruption and Anti-fraud ...... 58 3.19 Social Programmes ...... 121 2.8 Audit Committee ...... 59 COMPONENT E: ENVIRONMENTAL PROTECTION 2.9 Performance Audit Committee ...... 60 ...... 122 2.10 Internal Auditing ...... 60 3.20 Pollution Control ...... 122 2.11 SCM ...... 61 3.21 Bio-diversity, Landscape and Open Spaces ...... 122 2.12 By-Laws and Policies ...... 65 COMPONENT F: SECURITY AND SAFETY ...... 123 2.13 Website ...... 66 3.22 Traffic, Security and Licensing ...... 123 2.14 Communication ...... 68 3.23 COVID-19 ...... 126 CHAPTER 3: SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I) ...... 70 COMPONENT G: SPORT AND RECREATION ... 130

3.1 Performance Management ...... 70 3.24 Community Halls ...... 130 3.2 The IDP and the Budget ...... 71 3.25 Swimming Pools ...... 131 3.3 Service Providers Strategic Performance ...... 71 3.26 Caravan Park...... 132 3.4 Strategic SDBIP ...... 71 3.28 Sport Grounds ...... 135 3.4.1 Economic Development ...... 74 COMPONENT H: CORPORATE POLICY, OFFICES AND OTHER SERVICES ...... 139 3.4.2 Infrastructure Development and Basic Service Delivery ...... 74 3.29 Executive and Council ...... 140 3.4.3 Instatutional Development and transformation ..... 77 3.30 Financial Services ...... 144 1 CONTENTS

3.31 HR ...... 146 3.32 Corporate Services ...... 148 COMPONENT I: ORGANISATIONAL PERFORMANCE SCORECARD ...... 150

3.33 Development and service delivery priorities for 2020/21 ...... 150 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE REPORT PART II) ...... 155

4.1 Introduction to the Municipal Workforce ...... 155 4.2 Managing the Municipal Workforce ...... 158 4.3 Capacitating the Municipal Workforce ...... 159 4.4 Managing the Municipal Workforce Expenditure .. 162 LIST OF TABLES ...... 164 LIST OF GRAPHS ...... 166 LIST OF FIGURES ...... 167 ABBREVIATIONS ...... 168

2 CHAPTER 1: EXECUTIVE SUMMARY

CALVINIA WATER TREATMENT WORKS

3 CHAPTER 1: EXECUTIVE SUMMARY

CHAPTER 1: EXECUTIVE SUMMARY

COMPONENT A: MAYOR’S FOREWORD

Cllr. RN Swartz

MAYOR

4 CHAPTER 1: EXECUTIVE SUMMARY

BRANDVLEI WATER TREATMENT PLANT

5 CHAPTER 1: EXECUTIVE SUMMARY

COMPONENT B: EXECUTIVE SUMMARY

1.1 MUNICIPAL MANAGER’S OVERVIEW

JI Swartz

MUNICIPAL MANAGER

6 CHAPTER 1: EXECUTIVE SUMMARY

1.2 MUNICIPAL FUNCTIONS, POPULATION AND ENVIRONMENTAL OVERVIEW

This report addresses the performance of the Hantam Municipality (HM) in the Northern Cape in respect of its core legislative obligations. Local government must create the participatory framework that defines and enhances the relationship between elected leaders and their communities. This requires that the Council of the Municipality provides regular and predictable reporting on programme performance and the general state of affairs in their locality.

The 2019/20 annual report reflects on the performance of the HM for the period 1 July 2019 to 30 June 2020. The annual report is prepared in accordance with Section 121(1) of the Municipal Finance Management Act (MFMA), in terms of which the Municipality must prepare an annual report for each financial year.

1.2.1 Vision and mission a) Vision

“An enabling environment with sustainable service delivery and equal opportunities

to ensure a better life for all” b) Mission

“To create an enabling environment through good governance, sustainable service delivery, financial management, investments and intergovernmental co-operation, where all can reach their full potential” c) Strategic objectives

Infrastructure Development and Basic Service Delivery Instatutional Development and Transformation Economic Development Financial Sustainable and viability Good governance and public participation

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1.2.2 Demographic information a) Municipal geographical information

The jurisdiction of the Hantam Municipality covers an area of 36 128 km², which constitutes 28% of the total area (viz. 126 836 km²) of the Namakwa District municipality within which it lies. The Hantam Municipality is located in the south-western segment of the district and wedged mainly between both Northern Cape and Western Cape municipalities. The Northern Cape municipalities are the Karoo Hoogland, Kareeberg and Kheis municipalities (to the east), Kamiesberg and Khai-Ma municipalities (to the west), and Kai !Garib (to the north). The Western Cape municipalities are Matzikama and Cederberg Municipalities (to the west) and Witzenberg Municipality (to the south). The following maps show the location of the municipality in the province (see Map 1) and the regional location with the main towns (see Map 2).

Figure 1: Maps of Hantam Municipal Area

Map 2: The HM includes Calvinia (the centre), Brandvlei, Loeriesfontein, Middelpos, Nieuwoudtville and Swartkop. The HM is one of six local municipalities that form part of the Namakwa District Municipality. Calvinia is approximately 400 km from Cape Town, Springbok, Upington and Beaufort West and links to the surrounding towns via the following roads:

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R27 to Nieuwoudtville in the west and to Brandvlei in the north-east R63 to Williston in the east R354 to Middelpos which lies to the south-east R355 to Loeriesfontein which is situated to the north-west of Calvinia

Low accessibility is a restriction to economic development in the area. A 1 250 meter tarred landing strip, which is situated close to Calvinia, is currently being used by many tourists who wish to visit this beautiful part of the Northern Cape and by the Red Cross for emergency.

Seventy per cent of the population of approximately 21 505 people live and work in the towns. Farming is the main contributor to the economy, namely sheep, wool, lucerne and rooibos tea. Numerous government departments are situated in Calvinia. Hantam is well known for its wide-open spaces, stunning mountain ranges and nature reserves filled with an incredible array of plants and bulbs which are indigenous to the area.

Below are some characteristics of the settlements/towns within the municipal area, viz. Calvinia, Loeriesfontein, Nieuwoudtville, Brandvlei, Middelpos and Swartkop:

It is a small-town sub-region with a mix of sparsely populated towns and low levels of development despite the strategic location of some towns in terms of road and rail transport corridors. Unfortunately, the railway line that served for many years as the primary conduit for the transportation of agricultural products from Calvinia, has fallen into disuse. Calvinia serves as the main agricultural service centre with the associated transport infrastructure shaping the (original) spatial structure of the town. In the second half of the previous century, the form-giving ideology of apartheid spatial planning (re)shaped the urban configuration into racially segregated residential neighbourhoods and a single central business area. The highest population densities are in (lower-income) neighbourhoods with sub-standard quality of services and urban environment. Limited construction of residential and non-residential buildings (in number and size). Home availability and affordability problems owing to a supply-side that has not been keeping up with demand, and worryingly, may lead to overcrowding. In this regard, backyard-living must be acknowledged as a legitimate form of housing, provided it does not compromise safety and health standards. Also, not to be ignored, is the extra income that homeowners earn in this manner. Degradation of environmental, heritage and agricultural assets.

Lack of addressing the climate vulnerability of urban areas through adopting and implementing specific adaptation measures.

9 CHAPTER 1: EXECUTIVE SUMMARY

Figure 2: Map of Hantam road infrastructure

The Municipality is currently structured into the following wards:

Ward Areas 1 Calvinia 2 Calvinia 3 Brandvlei and Zwartkop 4 Nieuwoudtville and Middelpos 5 Loeriesfontein

Municipal wards

Figure 3: Map: Hantam Municipal Wards

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Calvinia

Calvinia is named after the French religious reformer Jean Calvin. The town is just south of the Hantam mountains on the banks of the Oorlogskloof (meaning "War Ravine") River. Calvinia enjoys 80% starlight and is renowned for its kaleidoscope of spring wildflowers coinciding with the Namaqualand wildflower spectacle.

The name Hantam is derived from the Khoisan word Han-ami, which refers to a plant with edible roots (Pelargoniumbifolium, in Afrikaans "uintjies"). Han-ami means "where the red bulbs grow". The first reverend, N.J. Hofmeyr, proposed that the church be named after John Calvin. On 30 October 1851, the town was officially named Calvinia. It became a municipality in 1904.

The Calvinia Museum is housed in the former art deco-styled jewish synagogue built in 1920. The museum portrays the lives of the early European settlers. It displays a cedar woodhorse mill and mounted cape fat-tailed, merino and dorper sheep. Unusual specimens, such as a 4-legged ostrich, can also be viewed here. The Akkerendam Nature Reserve is located three kilometres north of Calvinia. The reserve offers unique flowers and two hiking trails across the Hantam mountain range. The indigenous and rare sterboom (literally translated "star tree") (Cliffortiaarboreais) can be seen here.The Hantam Meat Festival, an agricultural show and great barbecue (Afrikaans "braai"), takes place every year in late August.

Brandvlei

Brandvlei is a small town in the Karoo region of the Northern Cape. This is where a 19th-century trekboer called ‘Ou Brand’ settled. Brand camped at this spot at the Sakrivier, a dry riverbed, which only occasionally had water after good rains and which typically resulted in flash floods. The settlement was divided into two by such a flood in 1962.Brandvlei is located in the Bushmanland, also known as the Thirst Land (“Dorsland” in Afrikaans). This area was once sub-tropical during the Miocene period and many 11 CHAPTER 1: EXECUTIVE SUMMARY fossils have been found which date to this period. After it was recovered, a municipality was formed in today, however, this region contains very scarse vegetation, primarily consisting of low shrubs and yellow grass among a rocky desert kind of landscape.

Tourist Attractions:

Birdlife – The salt pans are revived into bird sanctuaries after the summer rains, Dutch Reformed Church –a visit to the old Neo-Gothic style Dutch Reformed Church, Lekkerlêen Kans – Two farms exhibiting splendid displays of San rock engravings, Paragliding – In 1993 the record set for greatest gain in height was set in Brandvlei (4 526m). The Karoo area is very thermic and has set multiple paragliding world records over the years.

Loeriesfontein

The town of Loeriesfontein lies within a basin surrounded by mountains and is accessed via the N7 highway (north out of Cape Town). Loeriesfontein became a municipality in 1958, but it has since lost that status in a re-organisation of municipal responsibilities that were incorporated into the now called Hantam Municipality.

The town was formed around a general store established in 1894 by a British travelling bible salesman named Fredrick Turner, the son of the sister of Charles Spurgeon. The store around which Loeriesfontein formed still exists today and is currently owned by Victor Haupt, the grandson of Fredrick Turner. The shop is called Turner&Haupt SPAR, and has been in the family for 113 years. South-Western Loeriesfontein forms part of the wider region known as Namaqualand, an area well known for its spring flowers (August and September) and its large variety of diverse vegetation - some 4 000 variaties are said to be evident in this region. During ‘flower season, the flowers attract many visitors to the region, while at other times activities centre on agriculture (sheep) and mining (salt).

Tourist Attractions:

Windmill museum – wind pumps on display at the Fred Turner Museum, Fred Turner folk and culture museum – Cultural and historical way of life of the “Trek Farmers” of Namaqualand, Salt Pans – situated 100km outside of Loeriesfontein, on the spacious plains of Bushmanland, are salt pans (dwaggas) still in production, Quiver trees – Large quiver trees referred to as “Aloes” on the road from Nieuwoudtville to Loeriesfontein. 12 CHAPTER 1: EXECUTIVE SUMMARY

Nieuwoudtville

Nieuwoudtville lies on the Bokkeveld Escarpment and was established in 1897. It is a unique International Biodiversity Hotspot and lies on the Bokkeveld Plateau, where the Cape fynbos meets the Hantam Karoo, Bushmanland and the Knersvlakte. It is a place where the silence, space and stars contribute to a tranquil way of life.

Tourist Attractions:

Neo-Gothic Sandstone Church (National Monument), Local Historical Sandstone Ruins, Quiver Tree Forest (Aloe Dichotoma), Glacial Pavement, Abundant Rock Art, Local Bulb Nursery, Nieuwoudtville Wild Flower Reserve, Hantam National Botanical Garden, Oorlogskloof Nature Reserve and the Nieuwoudtville Waterfall Reserve, Outdoor activities can be enjoyed – including: caravanning; bird watching; hiking; cycling; hang and paragliding; 4 x 4 routes and stargazing

Middelpos

The small village of Middelpos lies in the southern parts of the Roggeveld. This privately-owned village is a place where the experience of silence, space and stars contribute to a tranquil way of life. Middelpos is halfway between Sutherland and Calvinia on the R354 and there is a direct access road from Ceres. Apart from the school and police station, the town has a hotel, shop, garage and post office and also more than 50 residences with a population of ±300 people.

13 CHAPTER 1: EXECUTIVE SUMMARY b) Population

According to Community Survey 2016, the Municipality has a total population of 21 343. The population is remaining stable with little or no growth. There is a high percentage of backyard housing dwellings and illegal land occupants within the municipal area due to the non-availability of formal housing or serviced sights.

The table below illustrates the population in the municipal area since 2001:

Population 2001 2009 2011 2016 2018

Number of people residing in the 19 942 20 351 21 578 21 343 24 800* municipal area

(*) Source: IHS Markit Regional eXplorer – Hantam Statistical overview

Population The population of 21 343 (as per Community Survey 2016) in terms of race classification is 86.79% coloured, 11.82% white, 0.94% black african and 0.45% indian/asian.

Black Year Coloured Indian/asian White Other Grand total african

2011 841 17 698 121 2 467 451 21 578

2016 200 18 523 97 2 523 0 21 343

Population by race The Census 2011 population figures per ward are indicated in the table below (Hantam is per definition the non-urban area and includes inter alia Middelpos, Swartkop, Klipwerf, Diepdrif and Elandsvlei, unless otherwise stated):

Area Black african Coloured Indian/asian White

Brandvlei 18 2 088 3 199 Calvinia 144 6 937 24 1 355 Hantam 48 4 147 0 1 010 Loeriesfontein 15 2 057 3 331 Nieuwoudtville 39 1 172 6 220

Population by race per area The table below includes data regarding the composition of the population per age and gender category. The population pyramid indicates that a significant portion of the population is younger than 20 years, which is not uncommon for a rural community. It is concerning that so few people (the ‘employable’) between the ages of 20 and 40, resides in the area.

Age Group % Males % Females 0-4 4.8 4.2 5-9 4.7 4.3

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Age Group % Males % Females 10-14 4.8 4.5 15-19 4.6 4.2 20-24 3.9 3.7 25-29 3.7 3.5 30-34 2.9 2.8 35-39 3.2 3.3 40-44 3.4 3.5 45-49 3.3 3.3 50-54 2.9 3.1 55-59 2.4 2.5 60-64 1.9 2.0 65-69 1.4 1.6 70-74 1.0 1.2 75-79 0.6 0.8 80-84 0.3 0.6 85+ 0.2 0.5 Grand Total % 50.1 49.9 Grand Total 10 810 10 769

Population by age and gender The table below includes data regarding the composition of the population by age. A higher total dependency ratio in 2017 than in 2011, means the working age population, and the overall economy, now faces a greater burden in supporting the two other age segments, i.e. younger than 14 and older than 65.

Indicator 2011 2017 Total dependency ratio 59.5 62.0 Child dependency ratio 45.7 46.6 Aged dependency ratio 13.8 15.4 Child population ( 0-14) 6 047 6 192 Working age population (15-64) 13 246 13 274 Aged population (65+) 1 833 2 038

Source: Quantec

Population age ratio’s c) Households

More than 35% of the households in the municipal area are indigent, which have an impact on own revenue generated by the Municipality. The highest number of indigents stays in Calvinia.

Area Households 2019/20 Indigents Calvinia 2 184 1 119

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Area Households 2019/20 Indigents Brandvlei 783 614 Loeriesfontein 1 017 733 Nieuwoudtville 603 379 Middelpos 48 45 Swartkop 44 44 Total 4 679 2 934

Total number of households

Households 2012/13 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 Number of 2 699* indigent 1 938 2 211 2 482 1 915 2 618 2 672 2 934* households (IDP 2019/20)

(*) Hantam Financial system as at 30 June 2020

Total number of indigent households Unemployment and poverty affect a large number of people within the municipal area. The unemployment rate for the youth is 15.3% as per 2011 Census. Of the 7 085 economically active people in the municipal area, 11.8% are unemployed. In the Hantam municipal area, 5 165 (or 38.2%) of the working age population was formally employed in 2017, compared to 5224 (or 39.3%) in 2016 and 5 614 (or 37.4%) in 2001, i.e. a relative improvement in overall formal employment since 2001 but worsening in recent years. The number of unemployed persons (802) in the municipal area, in 2017, was more or less the same as in 2016 (746) and in 2001 (779). d) Key economic sectors and employment by industry

Agriculture forms the backbone of the economy in the municipal area and this sector has the most employment opportunities. Despite the harsh climate and poor carrying capacity of the veld, it still offers opportunities for growth and employment creation. The municipal area is dependent upon the following main economic activities:

Industry Northern Cape Namakwa DM Hantam Agriculture, forestry and 6.2% 4.5% 11.0% fishing Mining and quarrying 23.4% 34.9% 1.2% Manufacturing 3.6% 2.2% 4.5% Electricity, gas and water 2.1% 1.1% 3.4% Construction 1.7% 2.4% 3.0% Wholesale and retail trade, 11.7% 9.5% 9.9% catering and accommodation Transport, storage and 10.2% 10.7% 10.8% communication Finance, insurance, real estate 15.3% 11.0% 23.1% and business services

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Industry Northern Cape Namakwa DM Hantam Community, social and 10.7% 11.9% 11.4% personal services General government 15.1 % 11.8% 18.4% TOTAL 100% 100% 100%

Gross domestic product contribution of Hantam The sectors that contributed the most to the municipal area are:

Finance, insurance, real estate and business services General government Community, social and personal services Agriculture, forestry and fishing Transport, storage and communication

In terms of the Gross Domestic Product (GDP), the Municipality has a comparative advantage within the Namakwa District in the following sectors:

Electricity, gas and water Agriculture, forestry and fishing Finance, insurance, real estate and business services

At present, economic development opportunities in the municipal area is based on the four main growth factors which follows. e) Agriculture produce, practices and infrastructure

The Hantam area consists largely of non-arable, low potential grazing land and is ideally suited for sheep farming. Other than the flowers in spring and the pristine Karoo desert environment, there has been minor growth in most of the towns. Calvinia forms the heart of one of South Africa’s largest wool- producing districts but the other towns have not developed further with the existing resources. Other recent economic activities include flower, bulbs and rooibos tea industries. Agriculture activities that can take place in Hantam, includes:

Sheep farming for meat and wool Beneficiation plants of sheep farming (sheep skin and offal) Goat farming Game farming Farming of flower bulbs Rooibos tea production Seed potato production Lucerne and wheat production in Calvinia along riverbank

17 CHAPTER 1: EXECUTIVE SUMMARY f) Mining

There are some mining activities in the area, which include salt and gypsum mining, but are not a labour- intensive opportunity. Some potential mining activities can include:

Salt (around Brandvlei and Loeriesfontein) Gypsum (Around Brandvlei and Loeriesfontein) Ceramic clay (Calvinia) Quartzite, sandstone, silt and shale (Nieuwoudtville)

However, there is a number of limiting (structural) issues that could impact on the extent of growth in the area, i.e.

The different towns in the area are small and lack the potential for strong local development momentum The tourism attractions do not draw large numbers of visitors There are no significant (new) development projects in the area attracting (new) investors or supply- chain additions Water supply limitations Climate change that will affect South Western Africa quite significantly, implying lower rainfall and some dampening of the current pattern of agricultural production Most of the Hantam’s population are living in small, dispersed settlements and have limited transport capacity to travel the often-significant distances between urban centres i) Tourism related opportunities

A significant economic factor is “flower” tourism that is based on Namaqualand’s fantastic annual wildflower displays that cover regions in a kaleidoscope of colour each spring. Although it is distinctly seasonal, there are indications that in recent years the regional eco-tourism industry is diversifying with greater number of tourists arriving throughout the year. The potential lies in:

Eco-tourism Adventure tourism Historical and cultural tourism (rich heritage of the Khoi San/Nama people) Agri-tourism (Rooibos tea route)

Tourism should be viewed as the main growth point for the region as it is the main driver behind boosting the money supply of marginalised towns.

18 CHAPTER 1: EXECUTIVE SUMMARY

1.2.3 Socio economic information a) Socio economic profile

Total population 21 578 Census 11

Young (0-14) 27.5%

Working age (15-64) 64.3%

Elderly (65+) 8.3%

Dependency ratio 55.6

Sex ratio 100.4

Growth rate 0.59% (2001-2011)

Population density 1 persons/km2

Unemployment rate 11.8%

Youth unemployment rate 15.3%

No schooling aged 20+ 14.4%

Higher education aged 20+ 8.1%

Matric aged 20+ 18.8%

Number of households 6 340

Number of agricultural households 1 256

Average household size 3.2

Female-headed households 33.6%

Formal dwellings 96.9%

Housing owned/paying off 54%

Flush toilet connected to sewerage 53.7%

Weekly refuse removal 72.5%

Piped water inside dwelling 59.8%

Electricity for lighting 76.9%

Socio economic profile

19 CHAPTER 1: EXECUTIVE SUMMARY

1.2.4 Municipal challenges

The following general challenges are experienced by the Municipality:

Challenges Actions to address Source funding and budget for drafting of master plans Absence of master plans and crucial strategies for water, electricity, roads, etc. as well as crucial strategies

Municipality mainly dependent on grant funding to Alternative ways of generating revenue to implement implement capital projects capital projects from own CRR funding

Promoting a conducive environment for economic High unemployment rate and poverty levels growth and economic opportunities that can create throughout municipal area (pension/welfare are the sustainable job opportunities only reliable source of income) Promote and support local SMME’s to become sustainable

The number of indigent households - on average, Creation of job opportunities more than 35% of all households in the municipal area IDP projects identified by communities which are the responsibility of sector departments (e.g. Primary Ongoing stakeholder engagements to facilitate Health, Housing, Youth Development, Social identified IDP projects with the relevant departments Challenges, Safety & Security, etc.) Poor conditions of access roads to Middelpos and Grading/tarring of road by the Department of Public Zwartkop Works

Township establishment and poor living conditions - Department of Rural Development to prioritise township Middelpos and Zwartkop establishment for Middelpos and Zwartkop

Ongoing engagements with relevant departments and Payments of service accounts of sector departments implementation of Debt Collection Policy

Secure building/office space to establish business hub in Calvinia to support SMME’s in Hantam to Support and assistance to local SMME’s grow the economy Inclusion of clause in tenders to give preference to local SMME’s

Outdated infrastructure Replacement of outdated infrastructure over multi years

Budget for upgrade of IT Infrastructure of the entire Municipality Outdated IT Infrastructure Tender advertised for the renewal of IT Infrastructure at Hantam for the next 36 months – starting 1 September 2020

Old water and electricity meters Upgrade water and electricity meters (SMART meters)

Source funding from the Department of Economic Development and Environment and Nature Waste management challenge (weighbridges, wheelie Conservation for the implementation of recycling bins, recycling projects, etc.) project and provision of weighbridges Inclusion of procurement of wheelie bins in multi- year budget

Liaise with investors and businesses in Hantam to help Wi-fi and cellular phone reception address challenge

20 CHAPTER 1: EXECUTIVE SUMMARY

Challenges Actions to address Identify land for different land use in all towns in Availability of land for housing Hantam Provision of houses and serviced sites by COGHSTA to Increasing housing backlog applicants on National Housing Register Lack of environmental management District official to perform function

Municipal challenges

1.3 SERVICE DELIVERY OVERVIEW

1.3.1 Introduction

The Municipality delivers the following basic services to its community:-

Water Sanitation Electricity Refuse removal

Basic services Actual performance Water 100% Sanitation 100% Electricity 100% Refuse removal 100% Roads Tar / Pave 1km and Gravel 86km

Basic service delivery performance Water:

The Municipality has been experiencing an extreme water crisis.

Hantam Municipality appointed ASLA Construction to construct a 30 km water pipeline from Rheeboksfontein to Loeriesfontein town. This pipeline supplied water to Loeriesfontein town in April 2018 and the project was completed in July 2018. The total cost for the Loeriesfontein project amounted R115 000 000. Loeriesfontein currently has water 24hrs a day.

Calvinia, Brandvlei and Nieuwoudtville have been experiencing drought since the 2017/18 financial year due to low rainfall. The Municipality implemented water restrictions to better manage available water resources and raise awareness amongst residents to use water more sparingly. Hantam was declared as disaster area and drought relief funding was received from the Department of Co-Operative Governance, Human Settlements and Traditional Affairs (CoGHSTA) to drill additional boreholes for Calvinia and Brandvlei. Drought relief funding was received from the Departmet of COGHSTA amounting to R8,5 million. 25 Boreholes were drilled in Calvinia and 13 boreholes in Brandvlei of which 3 boreholes were connected with the Water Treatment Works and 1 borehole was connected with the Brandvlei Romanskolk pipeline.

21 CHAPTER 1: EXECUTIVE SUMMARY

JVZ was appointed by Hantam Municipality for the construction of 50 km water pipeline from Romanskolk and an electricity network from Brandvlei to Romanskolk. The contractor was appointed for R101 million and construction started in April 2019. The construction period is until December 2020.

Scope of work for the project were as follows:

Development and equipping of 9 (nine) boreholes at Romanskolk Construction of small dia. uPVC (63mm to 160mm) collector pipelines from boreholes to Romanskolk Reservoir (6km) Construction of 200mm dia OPVC gravity main from Romanskolk to Brandvlei (52km) Construction of 22kV MV electrical power line from Brandvlei to Romanskolk (60km) New 500 kiloliter sectional steel reservoir at Brandvlei Reservoir New 25m3/h Brandvlei Water Treatment Plant at the Brandvlei Reservoir New evaporation ponds x 2 of 1 000m2 each at the Brandvlei Reservoir Site works at Brandvlei Reservoir: Earthworks, access road, paving, terraforce walls, etc. Telemetry system – fibre optic cable between Brandvlei and Romanskolk and radio telemetry between boreholes Environmental rehabilitation works Principal contractor – Civil works Subcontractors for 22kV MV power line Water Treatment Plant Mechanical Works (pumps, sand filters and piping, fluoride removal)

Hantam Municipality furthermore received funding to upgrade the Calvinia Water Treatment Plant. The allocation for the 2019/20 financial year is R20 million. CSV Construction was appointed for the upgrade of the Water Treatment Plant.

Scope of work for the project were as follows:

Upgrade inlet works and flow measurement Convert existing clarifiers to dortmund type settling tanks with inflow feed into centre stilling chamber Construct 4 new rapid gravity filters with combined air and water backwashing system Construct a dissolved air flotation pre-treatment system to remove algae from the raw water Upgrade the chemical dosing system Upgrade the disinfection dosing system Miscellaneous transfer pumps and connector pipelines Completion of the project is December 2020

Sanitation:

The bucket system has been eradicated within the municipal area. There are no sanitation backlogs in the formal municipal area. In the informal area in Brandvlei there is still 30 buckets to be eradicated.

The following informal areas is currently in the jurisdiction of Hantam Municipality:

Calvinia 260 (Blikkies Dorp) 22 CHAPTER 1: EXECUTIVE SUMMARY

Nieuwoudtville 6 Brandvlei Rondomskrik 50

Calvinia

The area is serviced by stand-alone water pipes within 200 metres from the residents and waterborne sewerage toilets that are shared by the residents.

Barzani Contractors was appointed by COGHSTA for the installation of water and sewerage services. This contract will be completed December 2020.

Brandvlei

The area Rondomskrik consists of 50 informal households on formal properties. The area is serviced by 50 buckets. Saltcor provided 20 VIP toilets through their social responsibility programme and 20 buckets was eradicated. This will continue until the remainder is eradicated.

Nieuwoudtville

The area is serviced by mobile toilets.

Loeriesfontein

The Municipality engaged Mainstream Renewable Energy SA to assist with funding for the eradication of the 320 VIP toilets in Loeriesfontein through their social responsibility programmes.

The current status are as follows:

Flush Flush Pit latrine toilet Chemical Pit latrine Town/Area toilet (no Bucket None (septic toilet (ventilation) sewerage ventilati tank) Calvinia 1 333 792 0 39 0 0 0 Brandvlei 0 582 0 80 140 30 0 Hantam 154 617 64 143 172 0 610 Loeriesfontein 308 750 0 340 0 0 0 Nieuwoudtville 242 401 0 0 0 0 0

Current sanitation statistical information Refuse removal:

The Municipality delivers solid waste services to the residents of Hantam Municipality. All residents receive the service once a week and a black bag system is being implemented for the removal of all solid waste. All households are responsible for their own black bags.

The Municipality has 4 landfill sites of which Calvinia, Brandvlei, Nieuwoudtville and Loeriesfontein have permit licenses. Middelpos landfill site has been closed and the waste is transported to Calvinia landfill site. Although these sites are fully functional, illegal dumping of waste in the municipal area remains a major challenge. To curb illegal dumping, it is recommended that Council consider a recycling program. The landfill sites are also too close to the communities and the fencing is being vandalised or stolen 23 CHAPTER 1: EXECUTIVE SUMMARY which results in papers and bags being blown all around the area. This results to additional costs to clean and manage the landfill sites. It is recommended to move the landfill sites to new areas, which should be identified. The Integrated Waste Management Plan was valid for 2019 and it is recommended that Hantam Municipality together with the Department of Environmental Affairs and the District Municipality should source funding to review the Integrated Waste Management Plan.

Roads:

One of the major challenges experienced by the Municipality is the ongoing maintenance of potholes due to insufficient funds. Hantam Municipality have one grader and it remains a challenge to service all the gravel roads in the municipal area.

The MIG funding amounting to R1 927 497.36 was spent in the 2019/20 financial year on upgrade of Church, Christiaan and Kareeboom Street in Brandvlei which included paving of 1.4km road and construction of 660m stormwater in Church-, Kareeboom- and Christian Street.

1.3.3 Basic service delivery highlights

The following general highlights are experienced by the Municipality with regards to basic service delivery:

Service Challenges Roads

3 315 Potholes were identified and repaired in Calvinia Potholes (Calvinia and Brandvlei) In Brandvlei, Burger Street potholes were also repaired

All tar roads (road signs) were (painted) made visable Painted road signs on tar roads for road users and pedestrians

Street names on kerbs Street names on kerbs were made visible in all towns

Road signs were replaced and provided where eluded in Road signs the past and replaced due to vandalism and risks for accidents

Sanitation

Saltcor provided 20 VIP toilets through their social Eradication of bucket system in Rondomskrik, Brandvlei responsibility programme and 20 buckets was eradicated in Rondomskrik, Brandvlei

Housing

COGHSTA approved previous 247 housing project for Calvinia and increased the total number to 260 houses

Consultant appointed by COGHSTA for conducting geo 260 Housing project approval technical tests and town planning for housing projects

Consultant appointed by COGHSTA for construction of 260 serviced sites

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Service Challenges Electricity

Project for upgrade of ring main units in Loeriesfontein Upgrade of ring main units in Loeriesfontein completed

Basic services delivery challenges

Pictures 1: Calvinia Water Treatment Works

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Pictures 2: Upgrade of roads and stormwater in Brandvlei

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Pictures 3: Upgrade of Bulk Stormwater Supply System in Brandvlei

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Pictures 4: Brandvlei Bulk Water Supply

The following general challenges are experienced by the Municipality with regards to basic service delivery:

Service Challenges Human Resource

Due to COVID-19 we had to endure one third workforce Basic service delivery (shortage of staff) in order to render superior services

Fleet

Only 4 bakkies are available in the Technical and Community Service Departments which are not Outdated fleet suitable for supervisors to do their duties Only one small Dezi Grader to service 4 towns in the municipal area

Infrastructure

Increase in water losses due to old infrastructure and Old infrastructure (water pipes and meters) old water metering systems

Electricity Old RMU’S in the municipal vicinity, as well as other electrical network challenges due to old electrical

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Service Challenges infrastructure. The Municipality appreciates the funds allocated by DOE but more funds are needed to upgrade the whole electrical network systems

Water and Sanitation

The Municipality engaged Mainstream Renewable Energy South Africa to assist with funding for the Sanitation eradication of the 320 VIP toilets in Loeriesfontein through their social responsibility programmes

The impact of the drought and little rainfall is still a challenge and results in water shortages. The Water Municipality is still implementing water restriction measures

Equipment

Municipality does not own a TLB and Bulldozer to do Excavating (earthmoving equipment) work clearing and grabing in order to do repairs on trenches

Basic service challenges 1.3.5 Proportion of households with access to minimum level of basic services

The table below shows the total number of households that have access to the minimum levels of basic services

2018/19 2019/20 Level of services No of No of % % households households Electricity service connections 2 456 100 2 479 100 Water - available within 200 m from dwelling 4 645 100 4 645 100 Sanitation - Households with at least VIP service 4 645 100 4 679 100 Waste collection - kerbside collection once a week 4 645 100 4 645 100

Households with minimum level of basic services

1.4 FINANCIAL HEALTH OVERVIEW

1.4.1 Introduction

The last financial years were years of growth in the financial accountability of the Municipality and a unqualified audit with findings was achieved for 2018/19 compared to the audit qualified audit finding for 2017/18.

Some aspects are matters of concerns regarding the financial viability of the Municipality, of which liquidity is the most important. The debtors are growing at an alarming rate and the indigent households in the Municipality. The liquidity puts the service delivery at risk and result in low maintenance levels. The Municipality is reliant on grants to finance expenditure due to the limited revenue raising capacity.

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The equitable share stayed consistent over the past 3 years. This creates pressure on the Municipality due to inflation increases annually and the increase in the indigent population.

1.4.2 Financial viability highlights

The following highlights were achieved by the Municipality:

Highlights Description Completed the AFS internally for 2020 and inhouse Annual financial statements (AFS) review for one of our interns. Submitted the statements to the Auditor-General (AG) by the legislative deadline All budget related policies were approved by Council at Budget related policies legislative deadline Standard operating procedures were implemented for Standard operating procedures (SOP’s) revenue, expenditure and Supply Chain Management

Financial viability highlights 1.4.3 Financial viability challenges

The following general challenges are experienced by the Municipality:

Section Challenges Non-payment

Non-payment of service accounts by economic active consumers lead to cash flow challenges Correct register of indigent households to ensure Poor payment correct equitable share allocation Non-payment of service accounts from debtors due to COVID-19

mSCOA and Generally Recognised Accounting Practices (GRAP) mSCOA Implementation of mSCOA as a whole Capacity of staff to implement and apply GRAP GRAP standards

Financial viability challenges 1.4.4 Financial overview

The table below shows the financial overview of the Municipality:

Original budget Adjustment budget Actual Details R’000 Income 109 847 633 101 731 462 94 643 613 Grants (operational) 29 391 000 29 391 000 29 391 000 Taxes, levies and tariffs 74 233 881 68 767 816 52 018 265 Other 6 222 752 3 572 646 13 234 348 Less: Expenditure -121 195 237 -115 448 186 -100 462 074 Plus: Grants (capital) 88 130 000 88 130 000 88 130 000 Net surplus/(deficit) 76 782 396 74 413 276 82 311 539

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Financial overview 1.4.5 Total capital expenditure

The table below shows the total capital expenditure for the last two financial years:

2018/19 2019/20 Detail (R’000) Original budget 63 498 55 436 Adjustment budget 62 875 90 024 Actual 42 505 87 440

Total capital expenditure

1.5 ORGANISATIONAL DEVELOPMENT OVERVIEW

1.5.1 Municipal transformation and organisational development highlights

The following highlights were achieved by the Municipality regarding municipal transformation and organisational development:

Highlights Description WSP submission date was re-scheduled for 31 May 2020 and was submitted within the required legislative timeframe on 28 May 2020 to LGSETA Workplace Skills Plan (WSP) Application for discretionary grants was also submitted in the WSP to fund training for the employed and unemployed The Committee had meetings on 10 December 2019 and 09 January 2020. The EE Report was submitted Employment Equity Committee within the required legislative timeframe on 15 January 2020 to the Department of Labour The Training Committee held a meeting on 16 July 2019 and the minutes was presented to the Local Labour Training Committee Forum and was approved by Council. Recommendations of the Training Committee has been addressed in the WSP for 2020/21 A COVID-19 Compliance Officer and officials were appointed on 14 May 2020 for the implementation and COVID-19 adherence of COVID-19 Regulations as published in the Government Gazette Council approved danger allowance on 15 May 2020 to Danger Allowance: COVID-19 be paid to officials who deliver essential services during COVID-19 pandemic for the lockdown level 5 to 3

Municipal transformation and organisational development highlights 1.5.2 Municipal transformation and organisational development challenges

The following general challenges are experienced by the Municipality regarding municipal transformation and organisational development:

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Section Challenges Council Secretarial Services Outdated Council system and equipment Budget constraints Human Resources Management Appointment will be concluded in the 2020/21 Official Human Resources financial year Clerk Human Resources still vacant Budget constraints

Appointment and training of Occupational Health and Safety Official due to budget constraints. Will be Occupational Health and Safety addressed in the 2020/21 financial year through LGSETA discretionary grants

Budget constraints due to decrease in municipal Filling of vacant positions revenue as a direct result of COVID-19 pandemic

Records Management Limited space for record management Budget constraints

Budgeted for the 2020/21 financial year Outdated IT System Tender was advertised

Municipal transformation and organisational development challenges 1.5.3 MFMA competencies

In terms of Section 83(1) of the MFMA, the accounting officer, senior managers, chief financial officer, non-financial managers and other financial officials of a municipality must meet the prescribed financial management competency levels that are key to the successful implementation of the MFMA. National Treasury has prescribed such financial management competencies in Government Notice 493 dated 15 June 2007.

In order to assist the above-mentioned officials to acquire the prescribed financial competencies, National Treasury, with the collaboration of various stakeholders and role players in the local government sphere, developed an outcomes based NQF level 6 qualification in municipal finance management. In terms of the Government Notice 493 of 15 June 2007, “(1) No municipality or municipal entity may, with effect 1 January 2013 (exempted to 30 September 2015 in terms of Government Notice 179 of 14 March 2014), employ a person as a financial official if that person does not meet the competency levels prescribed for the relevant position in terms of these Regulations.”

The table below provides details of the financial competency attainment levels amongst financial and supply chain management officials as required by the regulation:

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Total number of Total number of Total number of Competency officials whose officials officials that assessments performance employed by meet prescribed completed agreements Description Municipality competency (Regulation comply with (Regulation levels 14(4)(b) and Regulation 16 14(4)(a) and (Regulation (d)) (Regulation (c)) 14(4)(e)) 14(4)(f)) Financial officials Accounting Officer 1 1 1 1 Chief Financial Officer 1 1 1 0 Senior managers 1 0 1 0 Any other financial officials 6 0 0 0 Supply chain management officials Heads of supply chain 1 0 0 0 management units Supply chain management 0 0 0 0 senior managers TOTAL 10 2 3 1

Financial competency development: Progress report

1.6 AUDITOR-GENERAL REPORT

The Auditor-General of South Africa has a constitutional mandate and, as the Supreme Audit Institution (SAI) of South Africa, exists to strengthen our country’s democracy by enabling oversight, accountability and governance in the public sector through auditing, thereby building public confidence. In short, the Auditor-General checks the spending of public money by looking at whether it has been used ideally and for the purposes intended. This is done by annually checking all government spending.

The Auditor-General’s annual audit examines 3 areas:

Fair presentation and absence of significant misstatements in financial statements

Reliable and credible performance information for predetermined objectives

Compliance with all laws and regulations governing financial matters

There can be 5 different outcomes to an audit, once the municipality has submitted their financial statements to the Auditor-General, which can be simply defined as follows:

A clean audit: The financial statements are free from material misstatements and there are no material findings on reporting on predetermined objectives or non-compliance with legislation

Unqualified audit with findings: The financial statements contain material misstatements. Unless a clean audit outcome is expressed, findings will be raised on either reporting on predetermined objectives or non-compliance with legislation, or both these aspects

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Qualified audit opinion: The financial statements contain material misstatements in specific amounts, or there is insufficient evidence to conclude that specific amounts included in the financial statements are not materially misstated

Adverse audit opinion: The financial statements contain material misstatements that are not confined to specific amounts, or the misstatements represent a substantial portion of the financial statements

Disclaimer of audit opinion: Insufficient evidence was provided in the form of documentation on which to base an audit opinion. The lack of sufficient evidence is not confined to specific amounts, or represents a substantial portion of the information contained in the financial statements

1.6.1 Audited outcomes

The table below illustrates the audit outcomes for the past four financial years for the Municipality:

Year 2015/16 2016/17 2017/18 2018/19 2019/20 Unqualified with Status Qualified Qualified Qualified XX findings

Audit outcomes

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CHAPTER 2: GOVERNANCE

COMPONENT A: POLITICAL AND ADMINISTRATIVE GOVERNANCE

Good governance comprises of 8 major characteristics: it is participatory, consensus oriented, accountable, transparent, responsive, effective and efficient, equitable and inclusive and follows the rule of law. It assures that corruption is minimised, the views of minorities are considered and that the voices of the most vulnerable in society are heard in decision-making. It is responsive to the present and future needs of society.

2.1.1 Highlights: Good governance and public participation

The following highlights have been achieved by the Municipality with regards to good governance and public participation:

Highlights Description Hantam Intergovernmental Relations (IGR) Two meetings were held during the 2019/20 financial year Forum Namakwa IDP Representative Forum One meeting was held and attended by the Head: IDP/LED All meetings for the first round of public participation were IDP & Budget Public Participation successfully held in the respective wards The Council meetings were held on a rotational basis in all Council meetings rotation towns of Hantam including Middelpos Two Council meets the people engagements were held in Council meets the people Brandvlei and Nieuwoudtville respectively The vacant ward councillor position for Ward 5 was filled on 08 Election of ward councillor – ward 5 August 2020 Monthly ward committee meetings were held in all wards. Ward Committee meetings Ward committee for ward 5 was established during October 2019 Improved interaction from community on posts Regular posting and sharing of information Facebook page Provides platform that allows for reporting of service delivery issues Regular broadcasting sessions by the Mayor and Senior Management over Radio Kaboesna to keep communities Local radio station broadcasting informed of municipal processes and opportunities, service delivery issues as well as programs and opportunities of sector departments in Hantam affecting communities Virtual meeting platforms as a result of COVID Saving time and costs for the municipality in terms of travel & 19 regulations and restrictions. accommodation expenses of officials Effective way of communicating information to members of the WhatsApp group communication community and receiving immediate feedback, e.g. local SMME’s Council adopted a Public Participation Policy on 28 May 2020 to ensure better communication with communication and stakeholders Public Participation Policy The policy will also allow improved communication between the ward committees and the community within their respective wards

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Highlights Description The policy makes provision for more innovative ways of communicating especially amidst the COVID-19 pandemic and related regulations as per the Disaster Management Act The Ward Committee Policy was reviewed at the annual Review of Ward Committee policy Strategic Session in February and approved by Council on 26 March 2020 The vacancy of the Clerk: IDP/LED was filled during January 2020 which will allow the administration to be more Filling of Clerk: IDP/LED vacancy participative in Ward Committee engagements and programmes

Highlights: Good governance and public participation 2.1.2 Challenges: Good governance and public participation

The following general challenges are experienced by the Municipality with regards to municipal good governance and public participation:

Description Action to address Upgrading of access roads to Middelpos and Zwartkop. Poor conditions of roads to Middelpos and Zwartkop Rotation of Council meetings includes Middelpos where for regular Public participation engagements after ‘Council meets the people’ meetings are held and door-to-door visits can be done

Limited involvement of sector departments and stakeholders at IGR forum and in terms of IDP Continuous liaison with all stakeholders of Hantam process of municipality

Poor cellular phone connectivity in most areas of Improvement of cellular phone and radio signals Hantam through SKA’s project No cellular phone connectivity along routes that Interventions of investors in the Hantam area to link towns of Hantam and along certain parts of assist with funding to improve connectivity R27

Limited radius for local radio broadcasting area Extension of radio broadcasting signal to all towns of coverage, namely Radio Kaboesna which only covers Hantam through collaborative interventions of Calvinia as a result of the geographic vastness of the Mainstream Renewable Energy, SKA and Eagle Towers area

No wi-fi-hotspots or broadband for community who cannot afford to install

Only a limited number of SMME’s can participate in Installation of wi-fi hotspots and broadband through online funding application programmes and the roll-out and implementation of GCIS’s program, opportunities while a large number of them do not relevant Provincial Departments as well as investors have internet access or Wi-fi

Virtual meetings requiring strong internet connectivity

Challenges: Good governance and public participation

2.2 POLITICAL GOVERNANCE STRUCTURE

Section 151(3) of the Constitution states that the Council of a municipality has the right to govern, on its own initiative, the local government affairs of the local community. Council as political governance

36 CHAPTER 2: GOVERNANCE performs both legislative and executive functions. Council focuses on decision-making to formulate policy and to play an oversight and participatory role.

The legislative function of the Council is vested within the full Council with the Mayor/Speaker as its chairperson. Council also established Section 80 Committees within specific functional areas of the municipality.

The Audit and Performance Audit Committee is an independent advisory body that advises the municipal Council, political office-bearers, Accounting Officer and management staff of the Municipality on financial control, risk management, accounting policies, performance management and effective governance.

The Municipal Public Account Committee (MPAC) fulfils the duty of an oversight committee, and comprises of non-executive councillors, with the specific purpose of providing Council with comments and recommendations on the annual report. The Oversight Committee’s report is published separately in accordance with MFMA guidelines. The MPAC investigates fruitless, wasteful and unauthorised expenditure and makes recommendations to Council.

Apart from their functions as policy makers, councillors are actively involved in community work and the various social programmes in the municipal area.

2.2.1 Council

Hantam’s Municipal Council constitute of 9 councillors (ward and proportional representatives (PR)). The ANC has five councillors and the DA four councillors. The Municipality has a plenary Council.

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Pictures 5: Council of Hantam Municipality

Below is a table that categorises the councillors within their specific political parties and wards after the municipal elections held in 03 August 2016 and for the year under review:

Ward Councillor Political Party Ward/PR Gender PR R. Swartz ANC PR-Mayor Male Ward 1 K. Alexander ANC Ward Councillor Male Ward 2 H. de Wee ANC Ward Councillor Male Ward 3 *F. Sterkse ANC Ward Councillor Male Ward 4 J. Steenkamp DA Ward Councillor Female Ward 5 J. Klaaste ANC Ward Councillor Male PR A. Claassen DA PR Councillor Male PR G. Gous ANC PR Councillor Female

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Ward Councillor Political Party Ward/PR Gender PR H. Steenkamp DA PR Councillor Female

*Cllr F. Sterkse passed away on 15 June 2020

Council Below is a table which indicates Council meeting attendance for the 2019/20 financial year:

Number of items Percentage Council Percentage apologies for Meeting dates submitted meeting attendance non-attendance 30 July 2019 10 7/8 87.5% 14 August 2019 1 8/8 100% 27 August 2019 13 8/9 88.9% 12 September 2019 1 9/9 100% 30 September 2019 11 9/9 100% 30 October 2019 14 8/9 88.9% 11 November 2019 1 7/9 77.8% 28 November 2019 10 9/9 100% 28 January 2020 11 8/9 88.9% 20 February 2020 19 7/9 77.8% 26 March 2020 20 7/9 77.8% 16 April 2020 1 8/9 88.9% 04 May 2020 4 8/9 88.9% 15 May 2020 17 8/9 88.9% 28 May 2020 9 8/9 88.9% 04 June 2020 4 7/9 77.8% 15 June 2020 4 8/9 88.9% 26 June 2020 14 8/8 100%

Council meetings 2.2.2 Council committees

The following committees are established:

Committees Councillors Meeting dates Attendance

R. Swartz (Chairperson) 19 September 2019 3 Budget and Treasury K. Alexander 21 October 2019 3 J. Steenkamp 13 March 2020 3 K. Alexander No meetings held (Chairperson) (Due to regular monthly Institutional H. Steenkamp Council meetings the n/a reports were directly submitted to Council H. de Wee instead of the Committee)

H. De Wee (Chairperson) 19 September 2019 3 Infrastructure G. Opperman 13 February 2020 3 F. Sterkse 26 June 2020 2

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Committees Councillors Meeting dates Attendance G. Gous (Chairperson) No meetings held K. Alexander (Due to regular monthly Social Council meetings the n/a reports were directly A. Claassen (Chairperson) submitted to Council instead of the Committee) K. Alexander No meeting held H. Steenkamp (Due to regular monthly Rules / Ethics Council meetings the n/a reports were directly H. De Wee submitted to Council instead of the Committee) G. Gous (Chairperson) No meeting held J. Steenkamp (Due to regular monthly Petitions and Community Council meetings the n/a Liaison reports were directly F. Sterkse submitted to Council instead of the Committee)

F. Sterkse (Chariperson) 2 05 July 2019 1 H. De Wee 08 August 2019 2 Local Labour Forum 12 September 2019 Municipal Manager 2 03 October 2019 2 Director Finance and 18 Februry 2020 1 Corporate Services F. Sterkse (Chairperson) 05 July 2019 4 H. De Wee 11 July 2019 2 Municipal Public Accounts 08 August 2019 3 (MPAC) 12 September 2019 4 J. Steenkamp 03 October 2019 4 18 February 2020 3 *Cllr F Sterkse was on sick leave from March 2020 till June 2020 and passed away on 15 June 2020

Council Committees meetings 2.2.3 Political decision-taking

Section 53 of the Municipal Systems Act (MSA)(Act 32 of 2000) stipulates inter alia that the respective roles and areas of responsibility of each political structure and political once bearer of the municipality and of the municipal manager must be defined. The section below is based on the Section 53 role clarification that was approved at the Council meeting of 18 August 2016.

Municipal Council

Governs by making and administrating laws, raising taxes and taking decisions that affect people’s rights Tax authority that may raise property taxes and service levies Primary decision maker and takes all the decisions of the Municipality except those that are delegated to political structures, political once bearers, individual councillors or officials

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Delegate responsibilities and duties for the purposes of fast and effective decision making Strive towards the constitutional objects of local government Consult the community with respect to local government matters Only decision maker on non-delegated matters such as the approval of the Integrated Development Plan (IDP) and budget

Executive Mayor

Executive and political leader of the Municipality and is in this capacity supported by the mayoral committee Social and ceremonial head of the Municipality Identify the needs of the Municipality and must evaluate progress against key performance indicators The defender of the public’s right to be heard Responsibilities with respect to the annual budget, the budget process, budget control and various other financial matters Performs the duties and exercise the responsibilities that were delegated to him by the Council

The table below provide an analysis of the council resolutions taken and implemented during the year:

Number of council resolutions Number of council resolutions Number of council resolutions not implemented during the taken during the year implemented during the year year 164 164 0 % of resolutions implemented 100%

Implementation of council resolutions

2.3 ADMINISTRATIVE GOVERNANCE STRUCTURE

By law, a municipal manager is the head of administration, as well as the accounting officer. The municipal manager has extensive statutory and delegated powers and duties, as well as powers and duties that can be inferred from such statutory and delegated powers and duties.

A municipal manager is, amongst others, responsible:

for the formation and development of an economical, effective, efficient and accountable administration; to ensure that the municipal “machine” operates efficiently, that the organisational structure is able to perform the various tasks and exercise the necessary controls; to fulfil a leadership role in the administration; this is of utmost importance to influence the actions of staff and to inspire and persuade them to work together to realise the Municipality’s goals; for the implementation of the Municipality’s IDP, and the monitoring of progress with implementation of the plan; and

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for the financial responsibilities as accounting officer as determined by the MFMA.

The Municipal Manager is the chief adviser of the Municipality and must advise the political structures and political office-bearers of the Municipality. The Municipal Manager must see to the execution of the decisions of the political structures and political office-bearers of the Municipality.

The Municipal Manager must facilitate participation by the local community in the affairs of the Municipality and must also develop and maintain a system whereby community satisfaction with municipal services is assessed.

The Municipal Manager is assisted by his executive management team. The structure is outlined in the table below:

Pictures 6: Executive Management Team

Performance agreement Name of official Department signed (Yes/No) J Swartz Municipal Manager Yes W Jonker Finance and Corporate Services Yes R Van Wyk Technical and Community Services Yes

Administrative governance structure 2.3.1 Financial Disclosure of the Senior Managers

The table below indicates the financial disclosure made by the Senior Managers for the year under review:

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Name Designation Date signed

J Swartz Municipal Manager 28 June 2019 W Jonker Snr Manager: Finance & Corporate Services 28 June 2019 R van Wyk Snr Manager: Technical & Community Services 30 July 2019

Financial disclosure of senior managers

COMPONENT B: INTERGOVERNMENTAL RELATIONS

It is the intention of the HM Administration and Council to ensure that the community derives maximum benefit from its participation in intergovernmental forums and meetings.

2.4 INTERGOVERNMENTAL RELATIONS (IGR)

In terms of the Constitution of South Africa, all spheres of government and all organs of state within each sphere must co-operate with one another in mutual trust and good faith fostering friendly relations. They must assist and support one another, inform and consult one another on matters of common interest, coordinate their actions, adhering to agreed procedures and avoid legal proceedings against one another.

The following Technical IGR meetings were attended by the Municipal Manager:

Namakwa District IGR Forum 2.4.1 Intergovernmental structures

To adhere to the principles of the Constitution the Municipality participates in the following intergovernmental structures:

Outcomes of engagements and Name of structure Members topics discussed District Municipality; GOGHSTA Regional Office; Mayors and IGR District Forum District based initiative Municipal Managers other sector departments Hantam Municipality, District IGR Local Forum Municipality, Sector Departments Local based initiative and Hantam Investors South African Local Government IDP/Local Economic Development Provincial and District based Association (SALGA) and LED/IDP (LED) Managers Forum initiative officials HR Practitioner’s Forum SALGA and HR Practitioners Provincial based initiative Governance and Intergovernmental SALGA and Councillors Provincial based Initiative Relations Forum Community Development Working SALGA and Director: Community Provincial based initiative Group Development

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Outcomes of engagements and Name of structure Members topics discussed SALGA Northern Cape Governance Councillors and SALGA Provincial based initiative Structure Project Management Services GOGHSTA and neighbouring District based initiative Working Group municipalities Quarterly & Mid-year Budget Northern Cape Provincial Treasury; Provincial based initiative Engagements Finance & IDP/PMS officials District Municipality; COGHSTA District IDP Repforum Regional Office; IDP/LED Officials District based initiative other sector departments COGHSTA, District Municipality & District PMS Forum PMS officials of Local Municipalities Provincial based initiative in district District Municipality; COGHSTA Provincial and regional based IDP Assessments Engagements Regional Office; IDP/LED Officials initiative other sector departments Annual Report Assessments COGHSTA and neighbouring Provincial and regional based Engagement municipalities initiative Local Government Municipal COGHTA and Namakwa District National and regional based Improvement Model (LGMIM) municipalities initiative Assessments South African Local Government SALGA Karoo Small Town Association (SALGA), Mayors, National based initiative Regeneration Working Group Municipal Managers, Town Planning- and IDP/LED officials

Inter-governmental structures 2.4.2 Joint projects and functions with sector departments

All the functions of government are divided between the different spheres namely national, provincial and local. The Municipality therefore share their area and community with other spheres of government and their various sector departments and has to work closely with national and provincial departments to ensure the effective implementation of various projects and functions. The table below provides detail of such projects and functions:

Sector department/s Name of project/ function Expected outcome/s of the project involved Inform & empower the Police station, clinics, schools, business community of their rights premises How to use your freedom Public places responsibility Working together to uplift our Community hall community Social Development Develop the youth to be Hantam hostel responsible Upgrade the circumstances of Identify houses the elderly Acknowledge the role of women Community centre in our society

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Sector department/s Name of project/ function Expected outcome/s of the project involved Acknowledge who you are and Hantam sport grounds where you come from Knowing your neighbours Identify streets Focus on the elderly and disabled Old age homes 16 Days of Activism Workplaces, public houses, roadblock AIDS / TB House-to-house visits All and talks at schools Distribution of condoms at All strategic points Radio talks on various health All matters Clinic meetings All Brandvlei Intermediate School Major repairs and renovations to hostel (primary) and school Police, IEC, Health, Labour Construction of a large administration NGO’s, Education, Traffic, Hantam Primary School block Correctional Services Hantam Primary School – relocated from Klipfontein Construction of a large ablution block Primary School Repairs and renovations to school Hantam Secondary School Refurbishment of school infrastructure Drilling and use of new borehole Upgrade to electricity supply to hostel Supply, delivery and installation of welded mesh fence (at hostel) Calvinia High School Supply, delivery and installation of welded mesh fence Drilling and use of new borehole

Construction of a two-classroom block, a Department of Health large administration block, a large Brandvlei Primary School (High ablution block and old toilets into a media School) centre Repairs and renovations to school Supply, delivery and installation of welded Calvinia Primary School mesh fence Water tower to be demolished Repairs and renovations to school and Loeriesfontein High School hostel Department of Education Drilling and use of new borehole Supply, delivery and installation of welded Loeriesfontein Primary School mesh fence Drilling and use of new borehole Primary School Protea Repairs and renovations to school Support with drafting of ITP of Hantam Safety awareness Transport, Safety & Liaison Municipality

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Sector department/s Name of project/ function Expected outcome/s of the project involved Safety promotion programme for Calvinia Anti-substance abuse programme in Calvinia Prevention of violence against women programme for Calvinia Infrastructure and visitor amenity Oorlogskloof Nature Reserve improvement (R10 million allocated during (Nieuwoudtville) 2018/19 to 2022/23 MTSF period) Cooperative involved in cultivating and Nieuwoudtville Rooibos Project processing of certified organic rooibos (R8 (Nieuwoudtville) million allocated during 2018/19 to 2022/23 MTSF period) Department Environment and Eradication of alien invasive species on the Nature Conservation estate, fix gravel service roads to reduce soil erosion, development of fire breaks, Botanical garden maintenance of boundaries, internal (Nieuwoudtville) boundary fence lines installation, refurbishment of trails (R6 million allocated during 2018/19 to 2022/23 MTSF period) Pothole repairs for duration of 6 months providing 40 job opportunities. New project Potholes repair Department Public Works start date 20 January 2020 till December 2020 20 VIP toilets was constructed in the informal area Rondomskrik in Brandvlei. Provision of 20 x toilets Saltcor provided the VIP toilets and the Hantam Municipality did the construction through the EPWP programme Mainstream Renewable Energy 2 x foundation phase teachers South Africa employed Primary School Teacher Support 200 students impacted (Socio-economic programmes Programme 1 x mathematics and science teacher implemented for Loeriesfontein employed community) (47 students impacted by programme) 1 x mathematics teacher employed for High School Teacher Support Grades 8 and 9 Programme (78 students impacted) 2 local youth employed full-time on the Literacy Programme project (100 students impacted) 1 x mathematics teacher employed for High School Teacher Support Grades 8 & 9 Programme (78 students impacted) Mainstream Renewable Energy South Africa 2 local youth employed full-time on the Literacy Programme project (Socio-economic programmes (100 students impacted) implemented for Loeriesfontein community) 3 ECD practitioners receiving accredited Level 5 ECD certification Early Childhood Development 7 Community members receiving Programme accredited Level 5 ECD training 2 ECD centres impacted and Grade R classes at the Primary School

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Sector department/s Name of project/ function Expected outcome/s of the project involved (155 students impacted) Vulnerable children and youth Youth Development Programme Vulnerable Households (Isibindi) (10x child and youth care workers permanently employed) 1 x social worker job created and Substance Abuse Programme retained 1 x auxiliary social worker employed 11 persons received a full bursary Bursary Programme covering tuition, transport, accommodation and meals Improved mathematical numeracy Wi-fi installed at Primary School Maths Numeracy Programme 86 learners impacted at High School (44 Grade 7 learners impacted at the Primary School) Facilitated the employment of 4 lay- Lay-Counsellor Training counsellors by the Northern Cape Department of Social Development Riel dancers School fees paid for special needs learner Donations Transportation requests from schools and other community members Equipment to Community Health Centre Career Guidance 90 students impacted Sports field upgrade: 6 people employed Bridge construction: EIA in process / job creation opportunities advertised Business Centre Development: Infrastructure Upgrades potential local entrepreneurs to benefit from construction and other opportunities Training provided to 30 people NHBRC/CIDB registration Enterprise development and job Local Catering Companies creation 2 youth employed as interns Support; training and development to numerous aspiring entrepreneurs and SMMEs Support provided to 4 enterprises: Enterprise Development • 2 x wood cutting; processing and Programme packaging • 1 x social enterprise (cooperative) • 1 x panel beating company • 1 x transport logistics company • 30 jobs created Security Services on Wind Farm 30 jobs provided for local company Cleaning Services on Wind Farm 3 jobs provided for local company

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Sector department/s Name of project/ function Expected outcome/s of the project involved Waste Removal on Wind Farm 7 jobs created for local company 3 teachers trained to roll-out the literacy programme to parents of foundation phase children Word Works Literacy Programme Improved parent-school interaction in mothertongue literacy development at foundation phase level Local supplier utilised to supply the Primary and High School with back-to- Back-to-School Programme school supplies at the start of the school year Motivational speaker taken to the High Youth Day School

Provision of brick making machine to Hantam Assisted with repair of potholes Provision of human resources, tools and seeds for vegetable garden at Laerskool Brandvlei Cleaning of streets and illegal dumping sites Assist with digging of graves Repair and cleaning of elderly person’s homes and gardens Assist with cleaning and preparation of food at Department of Health Assist with scholar patrol Establish and maintain garden at Hantam Primary School Assist Hantam Municipality with distribution of municipal accounts Assist with cleaning of Goeie Hoop CWP Programmes Morewag Creché 3L Development Painting of houses of vulnerable. Provide assistance in Post Office Assist municipal staff at Hantam with minor repairs Provide assistance at Calvinia High School Participate in recycling project at Department of Health Assist Hantam High School Hostel with cleaning of vicinity and washing of windows Assist with cleaning of Abraham Esau’s premises Assist with cleaning of cemeteries and Hantam Park sports ground Provide assistance at the District Library Provide assistance at school – cleaning of classrooms and sorting of books

Request for provision of smart water Socio-economic contribution meters to Loeriesfontein community Saint Gobain submitted to DMR for approval

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Sector department/s Name of project/ function Expected outcome/s of the project involved 1. Zwartkop Multi-purpose Centre phase 2 2. Schools and community development grants for Brandvlei usually this is R150 000 for each school in Brandvlei. Depending on the application, the community development grants linked to human developmental and educational initiatives 3. Educational workshops in collaboration with NWU in Calvinia on IKS and presented by NWU 4. Involvement in the Sewing Project (this will be done in agreement with the Municipality) 5. SMME development by the Northern Cape SMME Trust, fifty (50) SMME’s in the Karoo trained in entrepreneurship skills and business development. Received support to start their business and those with existing businesses trained on how to grow their businesses. The NRF| South African Radio businesses receiving support to address local opportunities, access to Astronomy Observatory new markets and services to ensure businesses meet the necessary (SARAO) regulatory requirements 6. Involvement with local crafters to continue. Nine artists that graduated from the MeerKAT Creative Community Initiative (MCCI) in March 2019 and have been commissioned to design corporate gifts for the South African Radio Astronomy Observatory (SARAO) bursary conference in December 2019. Some have been selected to sell their products at the Craft Design Institute (CDI) store at the Watershed, the craft and design hub at the V&A Waterfront. This is after an inspection was conducted by the Waterfront management to ensure the products adhere to the standard of the products sold there 7. Construction of two SKA telescopes in the Brandvlei/Hantam area 8. Involvement in schools and school programs 9. Establishment of a play park in Brandvlei

Joint projects and functions with sector departments

COMPONENT C: PUBLIC ACCOUNTABILITY

MSA Section 15(b): requires a municipality to establish and organise its administration to facilitate a culture of accountability amongst its staff. Section 16(i): states that a municipality must develop a system of municipal governance that compliments formal representative governance with a system of participatory governance. Section 18(i)(d): requires a municipality to supply its community with information concerning municipal governance, management and development.

Such participation is required in terms of:

the preparation, implementation and review of the IDP;

establishment, implementation and review of the performance management system;

monitoring and review of the performance, including the outcomes and impact of such performance; and

preparation of the municipal budget.

2.5 PUBLIC MEETINGS

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Accountability and community participation were enhanced by engagements through the following media:-

Advertising in local newspapers (Noordwester) and Die Burger Facebook page Municipal website E-mails Radio broadcasting Loudhaulig WhatsApp Notices on municipal noticeboards and distribution of notices amongst residents Newsletter and notices attached to municipal accounts Tele-and video conferencing

The table below shows the different public meetings for the 2019/20 financial years:

Number of Number of Number of Nature and purpose participating participating community Date of events of meeting municipal municipal members councillors administrators attending 16-19 September 2019 9 11 138 30 September Annual IDP and Budget Due to National lockdown regulations and restrictions no meetings for the second round of public participation on the Draft IDP and Budget could be held. Input were channelled via the respective ward committees 25 October 2019 3 5 12 IDP/IGR Due to National lockdown regulations and restrictions, no further meetings could be held. Meeting scheduled for 24 March 2020 had to be cancelled IDP and Budget 16 March 2020 4 6 0 Steering

Council meets the 27 August 2019 8 8 80 people 28 January 2020 9 10 33 09 July 2019 0 2 52 10 July 2019 0 2 3 Youth Economic 11 July 2019 0 2 24 Development 12 July 2019 0 2 26 15 July 2019 0 3 5 09 July 2019 0 2 33 10 July 2019 0 2 14 SMME Development 11 July 2019 1 2 15 12 July 2019 0 2 18 15 October 2019 0 3 3 17 July 2019 0 3 2 Stakeholders/Investors 12 August 2019 1 2 3 50 CHAPTER 2: GOVERNANCE

Number of Number of Number of Nature and purpose participating participating community Date of events of meeting municipal municipal members councillors administrators attending 18 September 2019 0 3 6 22 October 2019 2 2 5 05 March 2020 0 4 1 19 March 2020 2 4 2 28 April 2020 1 6 6 05 May 2020 1 6 4 11 May 2020 1 7 6 Joint Operational 29 June 2020 1 8 5 Committee (JOC) 20 July 2020 1 6 7 03 August 2020 1 4 6 17 August 2020 1 4 4

Public meetings

Pictures 7: Middelpos community meeting

Pictures 8: Brandvlei community meeting

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Pictures 9: Nieuwoudtville community meeting

Pictures 10: Youth Economic Development Engagement

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Pictures 11: Economic Development Forum Engagement in Hantam

2.5.1 Ward committees

The purpose of a ward committee is:

to get better participation from the community to inform Council decisions;

to make sure that there is more effective communication between the Council and the community; and

to assist the ward councillor with consultation and report-backs to the community.

Ward committees should be elected by the community they serve. A ward committee may not have more than 10 members and women should be well represented. The ward councillor serves on the ward committee and act as the chairperson. Although ward committees have no formal powers, they advise the ward councillor who makes specific submissions directly to Council. These committees play a very important role in the development and annual revision of the IDP of the area.

Ward committees support the ward councillor who receives reports on development, participates in development planning processes and facilitates wider community participation. To this end, the

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Municipality constantly strives to ensure that all ward committees function optimally with community information provision, convening of meetings, ward planning, service delivery, IDP formulation and performance feedback to communities.

The table below provides information of the ward committee meetings held during the 2019/20 financial year:

Number of Number of Number Number of municipal community Ward Town of Dates of meetings Councillors administrat members meetings attended ors attended attended

11 July 2019 1 1 10

15 August 2019 2 2 10

12 September 2019 1 0 10

14 October 2019 1 0 10

1 Calvinia 10 06 November 2019 2 1 10

04 December 2019 1 1 10

09 January 2020 1 1 10

11 February 2020 1 1 9

12 March 2020 2 1 10

11 June 2020 1 1 9

24 July 2019 1 0 6

19 August 2019 1 1 6

11 September 2019 1 1 6

2 Calvinia 10 10 October 2019 1 1 5

14 November 2019 1 1 8

10 December 2019 1 1 9

13 January 2020 1 1 8

10 February 2020 1 1 7

12 March 2020 1 1 7

29 June 2020 1 0 8

15 July 2019 1 0 10

06 August 2019 1 0 10

10 September 2019 1 0 10 3 Brandvlei 10 07 October 2019 1 0 10

14 November 2019 1 0 10

04 December 2019 1 0 10

13 January 2020 1 0 10

12 February 2020 1 0 10

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Number of Number of Number Number of municipal community Ward Town of Dates of meetings Councillors administrat members meetings attended ors attended attended

06 March 2020 0 0 10

16 June 2020 2 1 10

22 July 2019 1 1 8

12 August 2019 1 0 8 4 Nieuwoudtville 8 09 September 2019 1 1 9

14 October 2019 1 1 10

11 November 2019 1 1 10

13 January 2020 1 1 9

10 February 2020 1 0 10

29 June 2020 1 1 10

28 October 2019 1 1 8

04 November 2019 1 1 9 5 Loeriesfontein 7 04 December 2019 1 1 9

20 January 2020 1 1 9

10 February 2020 1 1 9

09 March 2020 1 1 9

Ward committee meetings 2.5.2 Functionality of ward committees

The table below provides information on the composition and functionality of ward committees as follows:

Ward committee meetings held during the year include scheduled meetings between Ward Councillors and committee members, including IDP/Ward Committee engagements as part of the IDP process for the 2019/20 planning year. Currently the number of ward committee meetings are one per month as per council resolution and the approved Ward Committee Policy. Since the dissolvement of the Ward Committee for Ward 5 (Loeriesfontein) by Council, a new Ward Committee has been established on 17 October 2019. Minutes of Ward Committee meetings are submitted to the Mayor, as the Speaker, after each meeting. These minutes are distributed internally to Senior Management to address service delivery issues highlighted in the minutes. The minutes and reports are submitted to COGHSTA on a regular basis. Ward Committee reporting was including as a standing item on the Council meeting Agenda to allow for feedback and communication of service delivery issues. Functionality of ward committees is determined by the active engagements of ward committees with communities on public platforms and direct interactive sessions to improve or create better communities. 55 CHAPTER 2: GOVERNANCE

Committee established: Number of reports submitted to Ward number Yes / No the speaker’s/ IDP office 1 Yes 12 2 Yes 12 3 Yes 12 4 Yes 12 5 Yes 9

Functioning of ward committees

Pictures 12: Inauguration of Cllr J Klaaste as Ward Councillor of Ward 5

2.5.3 IDP participation and alignment criteria

The MSA requires that local government structures prepare IDP’s. The IDP serves as a tool for the facilitation and management of development within the municipal area. The function for the preparation of the IDP is under the Office of the Municipal Manager and the authority for the preparation of the IDP is delegated to an official. In terms of the alignment of the IDP, there is still challenges that will be addressed in the new financial year.

IDP participation and alignment Criteria Yes/No Does the Municipality have impact, outcome, input, output indicators? Yes Does the IDP have priorities, objectives, KPIs, development strategies? Yes Are the above aligned and can they calculate into a score? Yes Does the budget align directly to the KPIs in the strategic plan? Yes Do the IDP KPIs lead to functional area KPIs as per the SDBIP? Yes Were the indicators communicated to the public? Yes Were the four quarter aligned reports submitted within stipulated time frames? Yes

IDP participation and alignment criteria

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COMPONENT D: CORPORATE GOVERNANCE

Corporate governance is the set of processes, practices, policies, laws and stakeholders affecting the way an institution is directed, administered or controlled. Corporate governance also includes relationships among many stakeholders involved and the goals by which the institution is governed.

2.6 RISK MANAGEMENT

Risk management is a systematic and formalised process instituted by the Municipality to identify, assess, manage, monitor and report risks ensuring the achievement of objectives. In terms of Section 62(1)(c)(i) and Section 95(c)(i) of the MFMA, No. 56 of 2003, it requires the accounting officer to ensure that the municipality and municipal entities, if any, have and maintain effective, efficient and transparent systems of risk management. The main reason for risk management is that the service delivery environment and the public sector’s interface with stakeholders have become far more demanding and volatile than before.

The objective of the Risk Management Policy is to assist management and Council to make informed decisions which will:

Improve the Municipality’s performance on decision making and planning Provide a sound basis for integrated risk management and internal control as components of good corporate governance Assist management in ensuring more effective reporting and compliance with applicable laws, regulations and other corporate governance requirements Foster a culture of good governance, ethical conduct, discourage inefficiencies and counter fraud and corruption

Historical ways of doing things are no longer effective as evidenced by several service delivery and general failures. Benefits from risk management are:

more efficient, reliable and cost effective delivery of services; minimised waste and fraud; and more reliable decision making

2.6.1 Top five risks

The top five risks of the Municipality for the 2019/20 financial year are the following:

Scarce water resources Outstanding debtors Liquidity High electricity and water losses Outdated Information Technology (IT) infrastructure 57 CHAPTER 2: GOVERNANCE

2.6.2 Action plan to address the top five risks

The table below provide the actions implemented/that will be implemented to address the top five risks:

Risk Action implementation

Scarce water resources Boreholes were completed and in use Water restrictions are in place to mitigate risk

Debt Committee established to tackle all outstanding debt issued (monthly meetings) Outstanding debtors Service provider was appointed to collect outstanding debt COVID-19 had an impact on debtors re the payment of their accounts relating to service delivering

Liquidity Department of Transport Safety and Liaison will be consulted to condone debt owed to the value of R15 million

Budgeted in new financial year as measures to High electricity and water losses mitigate risk Long-term solution smart meter installation (Sec32)

Outdated Information Technology (IT) infrastructure Ongoing improvement of the IT infrastructure as funds become available

Action plan to address the top five risks 2.6.3 Approved risk policies and strategies

Developed Name of strategy / policy Date adopted/reviewed Yes/No Risk Management Policy Yes 27 June 2019 Risk Management Implementation Yes 27 June 2019 Plan

Approved risk policies and strategies

2.7 ANTI-CORRUPTION AND ANTI-FRAUD

Section 83(c) of the MSA refers to the implementation of effective bidding structures to minimise the possibility of fraud and corruption and the MFMA, Section 112(1)(m)(i) identifies supply chain measures to be enforced to combat fraud and corruption, favouritism and unfair and irregular practices. Section 115(1) of the MFMA states that the accounting officer must take steps to ensure mechanisms and separation of duties in a supply chain management system to minimise the likelihood of corruption and fraud.

2.7.1 Developed strategies

The table below indicates the strategy developed to combat fraud and corruption in the Municipality:

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Developed Name of strategy Date adopted/reviewed Yes/No Combating the abuse of SCM Yes July 2015 Regulations Fraud Prevention Plan Yes 28 May 2019

Strategies

2.8 AUDIT COMMITTEE

Section 166(2) of the MFMA states that an Audit Committee is an independent advisory body which must:

(a) advise the municipal council, the political office-bearers, the accounting officer and the management staff of the municipality, on matters relating to:

internal financial control; risk management; performance management; and effective governance.

2.8.1 Functions of the Audit Committee

The Audit Committee has the following main functions as prescribed in Section 166(2)(a-e) of the MFMA, 2003 and the Local Government Municipal and Performance Management Regulation:

To advise council on all matters related to compliance and effective governance To review the annual financial statements to provide council with an authoritative and credible view of the financial position of the municipality, its efficiency and its overall level of compliance with the MFMA, the annual Division of Revenue Act (DoRA) and other applicable legislation Respond to council on any issues raised by the Auditor-General in the audit report. To review the quarterly reports submitted to it by internal audit To evaluate audit reports pertaining to financial, administrative and technical systems To review the performance management system and make recommendations in this regard to council To identify major risks to which council is exposed and determine the extent to which risks have been minimised Review the plans of the internal audit function and in so doing, ensure that the plan addresses the high-risk areas and ensure that adequate resources are available Provide support to the internal audit function Ensure that no restrictions or limitations are placed on the internal audit section Evaluate the activities of the internal audit function in terms of their role as prescribed by legislation

2.8.2 Members of the Audit Committee

The table below indicates the members that serve on the Audit Committee and the dates of meetings held:

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Name of representative Capacity Meeting dates

A Titus Chairperson 26 August 2019 30 August 2019 (AFS Review) E van Wyk Member 17 December 2019 16 March 2020 E Kapank Member 30 June 2020

Members of the AC

2.9 PERFORMANCE AUDIT COMMITTEE

The Regulations require that a PAC is comprised of a minimum of three members. Section 14(2)(b) of the Regulations further stipulates that the PAC must include at least one person who has expertise in performance management. It is also a requirement of the Regulations in Section 14(2)(d) that the Council of a municipality designate a member of the PAC who is neither a councillor nor an employee of the municipality as the chairperson of the committee.

Section 14(3)(a) of the Regulations requires that the PAC of a municipality must meet at least twice during each financial year. However, additional special meetings of the PAC may be called for by any member of the committee, where sufficient justification exists in terms of Section 14(3)(b) of the Regulations.

2.9.1 Functions of the Performance Audit Committee

In terms of Section 14(4)(a) of the Regulations the PAC has the responsibility to:

review the quarterly reports produced and submitted by the internal audit process; review the municipality’s performance management system and make recommendations in this regard to the council of the municipality; and at least twice during each financial year submit a performance audit report to the council of the municipality.

2.9.2 Members of the Performance Audit Committee

The functions of the PAC are fullfilled by the Audit Committee.

2.10 INTERNAL AUDITING

Section 165(2)(a)(b) and (c) of the MFMA requires that:

The internal audit unit of a municipality must:

(a) Prepare a risk-based audit plan and an internal audit program for each financial year

(b) Advise the accounting officer and report to the AC on the implementation of the internal audit plan and matters relating to:

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(i) Internal audit;

(ii) internal controls;

(iii) accounting procedures and practices;

(iv) risk and risk management;

(v) performance management;

(vi) loss control; and

(vii) compliance with this act, the annual DoRA and any other applicable legislation

(c) Perform such other duties as may be assigned to it by the accounting officer

2.10.1 Risk register and three-year strategic plan

A risk assessment was performed by the provincial department’s risk management team. The Risk-Based Audit Plan (RBAP) for 2019/20 was approved by the Audit Committee on 13 June 2019 and was approved by Council.

2.10.2 RBAP

The following auditable areas of the plan was audited during the financial year:

2019/20 IDP/Budget Statutory Review IDP/Budget process plan quarterly reviews Division of Revenue Act (DoRA) and quarterly reviews Performance Management quarterly reviews (SDBIP) Fleet Management Review Risk management quarterly follow-ups Audit action plan

2.11 SCM

Section 110-119 of the SCM Regulations 2005 and relevant MFMA circulars, stipulate the required processes and guidance to help ensure that SCM arrangements provide appropriate goods and services, offer best value for money and minimise opportunities for fraud and corruption.

The Municipality’s SCM Policy was reviewed and approved by Council on 20 June 2017.

Reports on the implementation of the SCM Policy are submitted monthly to the Accounting Officer. These reports are tabled in special Council meetings.

The procurement processes consists of the following components:-

Contract management – Completed by the respective department, depending on the type of service that is requested

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Advertising – Formal quotations (R30 001 to R 199 999) are advertised on the notice boards and website of the Municipality for seven days and formal tenders are advertised for three weeks on the website and in the local newspapers as contemplated in the SCM Regulations Specification – The Municipality appointed the Accountant SCM as a standing member of the Bid Specification Committee. The other members of the Bid Specification Committee is appointed on an ad hoc basis, depending on the scope of work required Evaluation – The evaluation of formal quotations and tenders are done on the respective principles of 80/20 and 90/10 (as prescribed in the Preferential Procurement Policy Framework Act 5 of 2000 and the Preferential Procurement Regulation, 2017), depending on the type of services that was requested. The report of such evaluation is forwarded to the Adjudication Committee with a recommendation Adjudication – This committee accepts the proposals of above standing committees or refer the proposal and report back to the Evaluation Committee if additional information is needed regarding the proposed contractor

2.11.1 Highlights: SCM

The table below specifies the highlights for the year:

Highlights Description

Enrolment of the Divisional Head: SCM in the SCM SCM Learnership learnership programme, as rolled out by National Treasury

The public was informed on an regular basis on the CSD CSD Registrations and Hantam has established a SMME database to uplift local contractors

Local SMME Development All tenders include a 30% subcontracting that should be spent locally Contracts for each tender were compiled, filed and Contract Management monitored by our Legal Department

Meetings were held as new tenders are advertised and awarded. Agreement with Karoo Hoogland to utilise two Bid Adjudication Committee functionality senior managers for the bid adjudication functionally process

Meetings were held as new tenders are advertised and Evaluation Committee functionality awarded

Was established in 2018/19 and members differs as per Specifications Committee functionality specifications of each tender. Standing member is Accountant Supply Chain

Highlights: SCM 2.11.2 Challenges: Supply Chain Management

The table below specifies the challenges for the year:

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Description Actions to address

There is a vacant position available in the SCM Unit The SCM Unit is understaffed The vacancy needs to be filled

The whole workforce does not understand the SCM Workshop the SCM Regulations and internal processes regulation and processes fully of the SCM Unit with the staff of Hantam Municipality

The SCM Unit does not attend or get exposed to enough Send the officials working in the SCM Unit on training training to keep them updated with the latest trends more regularly and changes in the SCM Unit as a whole

Challenges: Supply Chain Management 2.11.3 Largest Capital Project - Contractor

The table below specifies the largest capital project contractor for the period under review:

Project name Start Total value Total spent IDP ref Contractor End date and detail date R R

Construction of 20 the Brandvlei JVZ Construction 25 June 50BR201718 November 103 217 321.80 50 285 557 Bulk Water (Pty) Ltd 2019 2020 Supply Project

Largest capital project - contractor 2.11.4 B-BBEE Compilance Performance Information

Section 121(3)(k) of the MFMA indicates that the annual report of a municipality should include any other information as may be prescribed. The Broad Based Black Economic Empowerment (B-BBEE) Act (53 of 2003; as amended by Act 46 of 2013) read inconjuction with the B-BBEE Rgulations of 2016 states in Section 13G(1) that all spheres of government, public enteties and organs of state must report on their compliance with broad-based black economic empowerment in their Annual Financial Statements (AFS) and Annual Report (AR). In accordance with the explanatory notice (Notice 1 of 2018) issued by the B- BBEE Commision the following tables provide details on the municipality’s compliance with regard to broad-based economic empowerment: a) Management Control

Race Category Number Gender Disability Classification

2 Coloure Senior Management 3 3 Male 0 1 White

Management control b) Skills Development

Race Disability Total Amount Category Number Gender Classification Spent

6 Female Black employees 9 Coloured 0 378 464 3 Male

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Race Disability Total Amount Category Number Gender Classification Spent

Black non-employees 0 0 0 0 0

Black people on internships, 0 0 0 0 0 apprenticeship, learnership

Unemployed black people on any programme under 0 0 0 0 0 the learning programme matrix

Black people absorbed at end of internships, 0 0 0 0 0 apprenticeship, learnership

Skills development c) Enterprise and Supplier Development

Total Procurement Spent

Total Value Total Number of Suppliers 72 140 174 933.91 Spent

Total number of Exempt Total value Micro Enterprises (EME’s) % Black Ownership % Black Ownership spent suppliers

5 73 315.54 4 1

Total number of Qualifying Total value Small Enterprises (QSE’s) % Black Ownership % Black Ownership spent suppliers

n/a n/a n/a n/a

Total number of large Total value % Black Ownership % Black Ownership suppliers spent

n/a n/a n/a n/a

Total value of 2% NPAT or 0.2% of allocated budget

%Black Total number of Exempt Total value % Black women Location/s Sector/s Micro Enterprises (EME’s) spent Ownership ownership

n/a n/a n/a n/a n/a n/a

%Black Total number of Qualifying Total value % Black women Location/s Sector/s Small Enterprises (QSE’s) spent Ownership ownership

n/a n/a n/a n/a n/a n/a

Total value of 1% NPAT or 0.1% of allocated budget

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Total Procurement Spent

%Black Total number of Exempt Total value % Black women Location/s Sector/s Micro Enterprises (EME’s) spent Ownership ownership

n/a n/a n/a n/a n/a n/a

%Black Total number of Qualifying Total value % Black women Location/s Sector/s Small Enterprises (QSE’s) spent Ownership ownership

n/a n/a n/a n/a n/a n/a

Enterprise and supplier development

2.12 BY-LAWS AND POLICIES

Section 11 of the MSA gives municipal councils the executive and legislative authority to pass and implement by-laws and policies.

Below is a list of all the policies developed and reviewed during the financial year:

Public participation Policies conducted prior to Date adopted Resolution number developed/revised adoption of policy (Yes/No)

Property Rates Policy 30 May 2019 Yes R18/05-19

Tarif Policy 30 May 2019 Yes R18/05-19

Credit Control and Debt 30 May 2019 Yes R18/05-19 Collection Policy

Indigent Policy 30 May 2019 Yes R18/05-19

Supply Chain Management 30 May 2019 Yes R18/05-19 Policy

Infrastructure Procurement and Delivery 30 May 2019 Yes R18/05-19 Management Policy

Virement Policy 30 May 2019 Yes R18/05-19

Fraud Prevention Plan 30 May 2019 Yes R18/05-19

Funds and Reserve Policy 30 May 2019 Yes R18/05-19

Travel and Subsistance 30 May 2019 Yes R18/05-19 Policy

Long Term Financial Planning and 30 May 2019 Yes R18/05-19 Implimentation Policy

Investment Policy 30 May 2019 Yes R18/05-19

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Public participation Policies conducted prior to Date adopted Resolution number developed/revised adoption of policy (Yes/No)

Disposal Policy 30 May 2019 Yes R18/05-19

Consequence 27 August 2019 R12/08-19 Management Yes 26 March 2020 SR09/03-20 Policy

Complaints Management 27 August 2019 Yes R22/08-19 Policy

Hantam Munisipal 30 Sept 2019 R08/09-19 Yes Common ground 30 Oct 2019 R09/10-19

Succession Planning Policy 28 November 2019 Yes RIK02/11-19

Private Work Policy 28 November 2019 Yes RIK02/11-19

Unauthorised, Irregular or Fruitless Expenditure 26 March 2020 Yes SR08/03-20 Policy

Spazashop Policy 26 March 2020 Yes SR09/03-20

Community Hall rental 26 March 2020 Yes SR09/03-20

Ward Committee 26 March 2020 SR09/03-20 Yes 30 July 2020 R11/07-20

Adoption of Additional Order Rules regarding 15 May 2020 Yes SR13/05-20 Virtual Council Meetings: Hantam Municipality

COVID-19 Policy 15 May 2020 Yes SR14/05-20

Public Participation Policy 28 May 2020 Yes R12/05-20

Delegations of 26 June 2020 Yes R06/06-20 Competence

Property Rates Policy 30 May 2019 Yes R18/05-19

Policies

2.13 WEBSITE

Municipalities are required to develop and maintain a functional website that displays relevant information as per the requirements of Section 75 of the MFMA and Section 21A and B of the MSA as amended.

The website should serve as a mechanism to promote accountability and transparency to communities and therefore information posted should be accurate and timeously updated.

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The municipal website is a key communication mechanism in terms of service offering, information sharing and public participation. It is a communication tool that should allow easy and convenient access to relevant information. The municipal website should serve as an integral part of the Municipality’s communication strategy.

The table below gives an indication about the information and documents that are published on our website.

Yes/No and/or Description of information and/or document Date Published Municipal contact details (Section 14 of the Promotion of Access to Information Act) Full Council details Yes Contact details of the Municipal Manager Yes Contact details of the CFO Yes Physical address of the Municipality Yes Postal address of the Municipality Yes Financial Information (Sections 53, 75, 79 and 81(1) of the MFMA) Draft Budget 2019/20 Yes Adjusted Budget 2019/20 Yes Asset Management Policy Yes Customer Care, Credit control and Debt collection Policy Yes Indigent Policy Yes Funds and Reserves Policy Yes Investment and Cash Management Policy Yes Rates Policy Yes SCM Policy Yes Tariff Policy Yes Petty Cash Policy Yes Travel and Subsistence Policy Yes SDBIP 2019/20 Yes IDP and Public Participation (Section 25(4)(b) of the MSA and Section 21(1)(b) of the MFMA) Reviewed IDP for 2019/20 Yes IDP Process Plan for 2019/20 Yes SCM (Sections 14(2), 33, 37 and75(1)(e)and(f) and 120(6)(b)of the MFMA and Section 18(a) of the National SCM Regulation) SCM contracts above R30 000 Yes Service delivery agreements Yes Public invitations for formal price quotations Yes Reports (Sections 52(d), 71, 72 and75(1)(c) and 129(3) of the MFMA) Annual Report of 2018/19 Yes Oversight reports Yes Mid-year budget and performance assessment Yes

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Yes/No and/or Description of information and/or document Date Published Quarterly Reports Yes LED (Section 26(c) of the MSA) LED Strategy Yes LED Policy Framework Yes Economic profile Yes LED projects Yes Performance management (Section 75(1)(d) of the MFMA) Performance agreements for employees appointed as per Section 57 of MSA Yes Assurance functions (Sections 62(1), 165 and 166 of the MFMA) Risk Management Policy Yes

Website checklist

2.14 COMMUNICATION

2.14.1 Communication activities

Communication activities Yes/No Date Approved/Completed Yes (Include in the Public Communication strategy 28 May 2020 Participation Policy)

Communication Policy No n/a

Public Participation Policy Yes 28 May 2020

Functional complaint management systems Yes 26 May 2020

Customer satisfaction surveys No n/a

Communication activities 2.14.2 Communication unit

Number of people in the Yes/No Job titles Unit

Communication Unit 1 person designated to perform communication No Clerk: IDP/LED related functions within the IDP/LED unit

Communication activities 2.14.3 Highlights: Communication

Highlights Description Improved interaction from community on posts Regular posting and sharing of information Facebook page Provides platform that allows for communicating and reporting of service delivery issues

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Highlights Description

Weekly updates are sent to Namakwa District District Communication Forum involvement Municipality’s Communications Office on all communication related events in Hantam

Regular broadcasting sessions by the Mayor and Senior Management over Radio Kaboesna to keep communities informed of municipal processes & opportunities, Local radio station broadcasting service delivery issues as well as programs & opportunities of sector departments in Hantam affecting communities

Saving time and costs for the Municipality in terms of Virtual meeting platforms as a result of COVID-19 travel & accommodation expenses of officials to regulations and restrictions meetings in the Province and District

Effective way of communicating information to members of the community and receiving immediate feedback, e.g. local SMME’s WhatsApp group communication Utilization of WhatsApp groups to communicate to staff members since the implementation of National lockdown

Highlights Communication 2.14.4 Challenges: Communication

Description Action to address Poor cellular phone connectivity in most areas of Hantam due to vastness of area Improvement of cellular phone and radio signals No cellular phone connectivity along routes that through SKA’s project link towns of Hantam and along certain parts of R27 Limited radius for local radio broadcasting area Extension of radio broadcasting signal to all towns of coverage, namely Radio Kaboesna which only covers Hantam through collaborative interventions of Calvinia as a result of the geographic vastness of the Mainstream Renewable Energy, SKA and Eagle Towers area

Interventions of SA Post Services to adhere to ICASA Services of the local Post Office are not effective standards

No wi-fi hotspots or broadband for community who cannot afford to install Installation of wi-fi hotspots and broadband through the roll-out and implementation of GCIS’s program Virtual meetings requiring strong internet connectivity

Challenges Communication

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CHAPTER 3: SERVICE DELIVERY PERFORMANCE (PERFORMANCE REPORT PART I)

3.1 PERFORMANCE MANAGEMENT

Performance management is prescribed by Chapter 6 of the MSA, Act 32 of 2000 and the Municipal Planning and Performance Management Regulations, 796 of August 2001. Section 7(1) of the aforementioned regulation states that “A municipality’s performance management system entails a framework that describes and represents how the municipality’s cycle and processes of performance planning, monitoring, measurement, review, reporting and improvement will be conducted, organised and managed, including determining the responsibilities of the different role players.” This framework, inter alia, reflects the linkage between the IDP, budget, Service Delivery Budget Implementation Plan (SDBIP) and individual and service provider performance. 3.1.1 Organisational performance

The organisational performance is monitored and evaluated via the Top Layer SDBIP and the performance process can be summarised as follows:

The Top Layer SDBIP 2019/20 was approved by the Mayor on 20 June 2019. The Municipality utilises a web-based performance management system which is updated on a quarterly basis. The first quarter Top Layer SDBIP report was submitted to Council on 30 October 2019 (Council resolution: R05/10-19). The Section 72 Mid-year Report in terms of the MFMA, was submitted to Council on 28 January 2020 (Council resolution: SR16/01-20). The third quarter SDBIP report was submitted to Council on 15 May 2020 (Council resolution: SR09/05-20). The Internal Audit Unit reviews the performance measurements of the Municipality on a continuous basis as prescribed by relevant legislation, which includes submission of reports on a quarterly basis to the Municipal Manager and Audit Committee.

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3.1.2 Individual performance a) Municipal Manager and managers directly accountable to the Municipal Manager

The MSA prescribes that the Municipality must enter into performance-based agreements with the S57- employees and that performance agreements be reviewed annually. This process and the format are further regulated by Regulation 805 (August 2006). The performance agreements for the 2019/20 financial year for the Municipal Manager, Senior Manager Community and Technical Services and Senior Manager Finance and Corporate Services’ was signed on 12 July 2019.

The mid-year performance assessment was held on 06 February 2020 for the 2019/20 financial year.

3.2 THE IDP AND THE BUDGET

The IDP and the budget for 2019/20 was reviewed and approved on 30 May 2019 (Council Resolution: R07/05-19). The IDP and performance management processes are integrated. The IDP fulfils the planning stage of performance management. Performance management in turn, fullfils the implementation, management, monitoring and evaluation of the IDP.

3.3 SERVICE PROVIDERS STRATEGIC PERFORMANCE

Section 76(b) of the MSA states that KPIs should inform the indicators set for every municipal entity and service provider with whom the Municipality has entered into a service delivery agreement. A service provider:

means a person or institution or any combination of persons and institutions which provide to or for the benefit of the local community External service provider means an external mechanism referred to in section 76(b) which provides a municipal service for a municipality Service delivery agreement means an agreement between a municipality and an institution or person mentioned in section 76(b) in terms of which a municipal service is provided by that institution or person, either for its own account or on behalf of the municipality

During the year under review the Municipality did not appoint any service providers who provided municipal services to or for the benefit of the local community on behalf of the Municipality and therefore this report contains no such details. All other contract appointments are regularly monitored.

3.4 STRATEGIC SDBIP

The purpose of strategic performance reporting is to report specifically on the implementation and achievement of IDP outcomes. The SDBIP is the Municipality’s strategic plan and shows the strategic alignment between the different documents. (IDP, budget and performance agreements).

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The following table explains the method by which the overall assessment of actual performance against targets set for the key performance indicators (KPI’s) of the SDBIP is measured:

Figure 4: SDBIP measurement criteria

In the tables listed below is the KPI’s set in the approved SDBIP per functional area, including actual performance for the 2019/20 financial year.

Overall Performance

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Performance per objective 100 90 80 70 60 50 40 30 20 10 0 Objective 1 Objective 2 Objective 3 Objective 4 Objective 5

KPI not met KPI almost met KPI met KPI well met KPI extremely well met

Objective 1 Objective 2 Objective 3 Objective 4 Objective 5

Infrastructure Promote Instatutional Measurement Development Financially Good Development Economic Total category and Basic Sustainablility Governance and Development Service and Viability and Public transformatio Delivery Participation

KPI Not Met 2 0 0 1 0 3 KPI Almost 0 0 0 0 0 0 Met KPI Met 0 2 0 0 7 9 KPI Well Met 15 1 0 0 0 16 KPI Extremely 1 2 1 2 0 6 Well Met Total 18 5 1 3 7 34

Graph 1: Overall performance per strategic objective

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3.4.1 ECONOMIC DEVELOPMENT

Actual Overall performance 2019/20 perform Unit of Ref KPI Wards ance of Targets measurement 2018/1 Actual R 9 Q1 Q2 Q3 Q4 Annual

Create job Number of job opportunities ito opportunities TL8 All 1 488 0 0 0 150 150 1 143 B EPWP by 30 June created by 30 June 2020 2020

Economic development

3.4.2 INFRASTRUCTURE DEVELOPMENT AND BASIC SERVICE DELIVERY

Actual Overall performance 2019/20 perform Unit of Ref KPI Wards ance of Targets measurement 2018/1 Actual R 9 Q1 Q2 Q3 Q4 Annual

Number of residential Number of properties that residential which are billed for properties which water or have pre are billed for TL9 paid meters that is All 4 645 4 597 4 597 4 614 4 614 4 614 4 679 G2 water or have connected to the pre paid meters municipal water as at 30 June infrastructure 2020 network as at 30 June 2020

Number of Number of residential residential properties which properties which are billed for are billed for electricity or TL10 electricity or have All 2 456 2 430 2 430 2 430 2 430 2 430 2 479 G2 have pre paid pre paid meters as meters as at 30 at 30 June 2020 June 2020 (excluding Eskom (Excluding areas) Eskom areas)

Number of residential properties connected to the municipal waste Number of water residential sanitation/sewerage properties which TL11 network for All 4 645 4 597 4 597 4 614 4 614 4 614 4 679 G2 are billed for sewerage service, sewerage as at irrespective of the 30 June 2020 number of water closets (toilets) which are billed for sewerage as at 30 June 2020

Number of Number of residential residential properties which properties which TL12 All 4 645 4 597 4 597 4 614 4 614 4 614 4 679 G2 are billed for refuse are billed for removal as at 30 sewerage as at June 2020 30 June 2020

Provide free basic Number of water to indigent households TL13 households earning receiving free All 2 978 2 217 2 217 2 618 2 618 2 618 3 186 G2 less than R4740 as basic water as at at 30 June 2019 30 June 2019

TL14 Provide free basic Number of All 2 699 2 217 2 217 2 365 2 365 2 365 2 890 G2 electricity to households 74 CHAPTER 3: SERVICE DELIVERY PERFORMANCE

Actual Overall performance 2019/20 perform Unit of Ref KPI Wards ance of Targets measurement 2018/1 Actual R 9 Q1 Q2 Q3 Q4 Annual indigent households receiving free earning less than basic electricity R4740 as at 30 as at 30 June June 2020 2020

Provide free basic Number of sanitation to households indigent households receiving free TL15 All 2 978 2 217 2 217 2 618 2 618 2 618 3 186 G2 earning less than basic sanitation R4740 as at 30 as at 30 June June 2020 2020

Provide free basic Number of refuse removal to households indigent households receiving free TL16 All 2 978 2 217 2 217 2 618 2 618 2 618 3 186 G2 earning less than basic refuse R4740 as at 30 removal as at 30 June 2020 June 2020

The percentage of the municipal capital budget {Actual amount actually spent on spent on capital capital projects by projects /Total 30 June 2020 amount TL17 All 97% 0% 30% 60% 90% 90% 99.00% G2 (Actual amount budgeted for spent on capital capital projects /Total projects)X100} amount budgeted by 30 June 2020 for capital projects)X100

New Performa 90% spent of the nce budget to purchase Indicator five vehicles by 30 for Percentage of June 2020 {(Actual 2019/20. TL26 budget spent by All 0% 30% 60% 90% 90% 92.53% G2 capital expenditure No 30 June 2020 divided by the total comparat approved capital ive budget)x100} audited results available

% of the library 95% spent of the operational library operational conditional grant conditional grant by spent by 30 30 June 2020 June 2020 TL27 All 222% 0% 10% 60% 95% 95% 175.95% B {(Actual {(Actual expenditure divided expenditure by the total grant divided by the received) x 100} total grant received) x 100}

Limit unaccounted for electricity to less than 15% by 30 June 2020 {(Number of % unaccounted Electricity Units TL28 for electricity by All 13.94% 0% 0% 0% 15% 15% 17% R Purchased - 30 June 2020 Number of Electricity Units Sold) / Number of Electricity Units Purchased ) × 100}

The Municipality is in the tender process for the procurement for pre-paid electrical meters that will address this Corrective Measure matter within the 2019/20 financial year

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Actual Overall performance 2019/20 perform Unit of Ref KPI Wards ance of Targets measurement 2018/1 Actual R 9 Q1 Q2 Q3 Q4 Annual

Limit unaccounted for water to less than 15% by 30 June 2020 {(Number of % unaccounted TL29 Kiloliters Water for water by 30 All 15.89% 0% 0% 0% 15% 15% 23.70% R Purified - Number of June 2020 Kiloliters Water Sold) / Number of Kiloliters Water Purified × 100}

The Municipality is in the tender process for the procurement for pre-paid water meters that will address this Corrective Measure matter within the 2019/20 financial year

90% spent of the budget for the New water network and Performa electrification of nce Romanskolk in Indicator Bandvlei in terms of for the grant allocation Percentage of 2019/20. TL30 received by 30 June budget spent by 3 0% 30% 60% 90% 90% 101.07% G2 No 2020{(Actual 30 June 2020 comparat capital expenditure ive on the project audited divided by the total results approved capital available budget for the project)x100}

90% spent of the budget to upgrade New the Water Performa Treatment Works in nce Calvinia in terms of Indicator the grant allocation for Percentage of received by 30 June 2019/20. TL31 budget spent by 1;2 0% 30% 60% 90% 90% 100.02% G2 2020 {(Actual No 30 June 2020 capital expenditure comparat on the project ive divided by the total audited approved capital results budget for the available project)x100}

90% spent of the New budget to upgrade Performa ringman units in nce Loeriesfontein in Indicator terms of the grant for allocation received Percentage of 2019/20. TL32 by 30 June 2020 budget spent by 5 0% 30% 60% 90% 90% 115% G2 No {(Actual capital 30 June 2020 comparat expenditure on the ive project divided by audited the total approved results capital budget for available the project)x100}

90% spent of the New budget to upgrade Performa sport facilities in nce Hantam Park in Indicator for Calvinia in terms of Percentage of 2019/20. TL33 the grant allocation budget spent by 1;2 0% 30% 60% 90% 90% 100% G2 No received by 30 June 30 June 2020 2020 {(Actual comparat capital expenditure ive on the project audited divided by the total results approved capital available

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Actual Overall performance 2019/20 perform Unit of Ref KPI Wards ance of Targets measurement 2018/1 Actual R 9 Q1 Q2 Q3 Q4 Annual budget for the project)x100}

90% spent of the New budget to upgrade Performa roads & stormwater nce in Brandvlei in Indicator terms of the grant for allocation received Percentage of 2019/20. TL34 by 30 June 2020 budget spent by 3 0% 30% 60% 90% 90% 100.00% G2 No {(Actual capital 30 June 2020 comparat expenditure on the ive project divided by audited the total approved results capital budget for available the project)x100}

Infrastructure development and basic service delivery

3.4.3 INSTATUTIONAL DEVELOPMENT AND TRANSFORMATION

Actual Overall performance 2019/20 perform Unit of Ref KPI Wards ance of Targets measurement 2018/1 Actual R 9 Q1 Q2 Q3 Q4 Annual

Percentage of people from employment equity target % of people that groups that will be will be appointed appointed in the in the three three highest highest levels of levels of management in TL18 management All 66% 0% 0% 0% 66% 66% 66% G compliance with during the a municipality's 2019/20 financial approved year in compliance employment with the equity plan municipality's approved employment equity plan

Percentage of municipality's personnel budget actually spent on (Total implementing its expenditure on workplace skills TL19 training/total All 3.83% 0.00% 0.00% 0.00% 0.01% 0.01% 2.00% B plan by 30 June personnel 2020 ((Total budget)/100 Actual Training Expenditure/ Total personnel Budget)x100))

Limit vacancy rate to 20% of funded (Number of post by 30 June funded posts 2020 {(Number of vacant divided TL23 All 17% 0% 0% 0% 20% 20% 5.00% B funded posts by budgeted vacant divided by funded budgeted funded posts)x100 posts)x100}

Review the Workplace Skills Plan submitted TL24 Workplace Skills All 1 0 0 0 1 1 1 G Plan and submit to LGSETA by 30 plan to the April 2020

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Actual Overall performance 2019/20 perform Unit of Ref KPI Wards ance of Targets measurement 2018/1 Actual R 9 Q1 Q2 Q3 Q4 Annual LGSETA by 30 April 2020

90% of the ICT capital budget spent by 30 June 2020 {(Actual % of the ICT capital capital budget TL25 All 76% 0% 30% 60% 90% 90% 91% G2 expenditure on the spent by 30 project divided by June 2020 the total approved capital budget for the project)x100}

Instatutional development and transformation

3.4.4 FINANCIALLY SUSTAINABILITY AND VIABILITY

Overall performance 2019/20 Actual Unit of Ref KPI Wards performance Targets measurement of 2018/19 Actual R Q1 Q2 Q3 Q4 Annual

Financial viability measured in terms of the municipality's ability to meet it's service debt obligations at 30 June 2020 {Debt to Revenue (Short % Debt TL20 Term Borrowing + coverage as at All 0.13% 0% 0% 0% 1% 1% 0.0% B Bank Overdraft + 30 June 2020 Short Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue - Operating Conditional Grant}

Financial viability measured in % in terms of the total amount of outstanding service debtors in comparison with total revenue % outstanding received for services service debtors TL21 All 13%% 0% 0% 0% 14% 14% 13.50%% B at 30 June 2020 at 30 June {Net Service 2020 debtors to revenue – (Total outstanding service debtors minus provision for bad debt)/ (revenue received for services) x100}

Financial viability measured in terms of the available cash to cover fixed operating Cost coverage TL22 expenditure at 30 ratio as at 30 All 0.35 0 0 0 0.6 0.6 0.011% R June 2020 {Cost June 2020 coverage ((Cash and Cash Equivalents - Unspent Conditional

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Overall performance 2019/20 Actual Unit of Ref KPI Wards performance Targets measurement of 2018/19 Actual R Q1 Q2 Q3 Q4 Annual Grants - Overdraft) + Short Term Investment) / Monthly Fixed Operational Expenditure excluding (Depreciation, Amortisation, and Provision for Bad Debts, Impairment and Loss on Disposal of Assets))}

The Municipality does try to cover all cost by saving cost safing measures that are implemented. The Municipality Corrective Measure did py all recurring creditors by year end. Payment plans are in place.

Financially sustainability and viability

3.4.5 GOOD GOVERNANCE AND PUBLIC PARTICIPATION

Overall performance 2019/20 Actual Unit of Ref KPI Wards performance Targets measurement of 2018/19 Actual R Q1 Q2 Q3 Q4 Annual

Risk Based Develop a Risk Audit Plan Based Audit Plan developed and and submit to the TL1 submitted to All 1 0 0 0 1 1 1 G audit committee for the audit consideration by 30 committee by June 2020 30 June 2020

Final IDP Compile the final review IDP review and TL2 submitted to All 1 0 0 0 1 1 1 G submit to council by council by 31 31 May 2020 May 2020

Draft IDP Compile the draft review for IDP review for 2020/21 TL3 2020/21 and submit All 1 0 0 1 0 1 1 G submitted to to council by 31 council by 31 March 2020 March 2020

Draft Annual Compile the draft Report for Annual Report for 2018/19 TL4 2018/19 and submit All 1 0 0 1 0 1 1 G submitted to to council by 31 council by 31 January 2020 January 2020

Final Annual Compile the final Report for Annual Report for 2018/19 TL5 2018/19 and submit All 1 0 0 1 0 1 1 G submitted to to council by 31 council by 31 March 2020 March 2020

Submit the Oversight oversight reportfor Report for 2018/19 on the 2017/18 TL6 All 1 0 0 1 0 1 1 G Annual Report to submitted to council by 31 March council by 31 2020 March 2020

Review the Internal Internal Audit TL7 Audit Charter and Charter and All 1 0 0 0 1 1 1 G Audit Committee Audit Charter and submit Committee 79 CHAPTER 3: SERVICE DELIVERY PERFORMANCE

Overall performance 2019/20 Actual Unit of Ref KPI Wards performance Targets measurement of 2018/19 Actual R Q1 Q2 Q3 Q4 Annual to the Audit Charter Committee by 30 submitted to June 2020 the Audit Committee by 30 June 2020

Good governance and public participation

3.5 MUNICIPAL FUNCTIONS

3.5.1 Analysis of functions

The powers and functions performed by local authorities in South Africa are defined primarily in Section 156 and 229 of the Constitution (Act 108 of 1996). The Local Government Municipal Structures Act (117 of 1998), read together with the Local Government Municipal Structures Amendment Act (33 of 2000), divides the powers and functions, as set out in the Constitution between district and local municipalities (Section 84). The Act, together with the Amendment Act, Section 85(1), allows the Member of Executive Council (MEC) for COGHSTA to further adjust the division of certain of these functions between district and local municipalities. Section 84(3)(a) allows only the Minister for Provincial and Local Government to authorize a local municipality to perform these functions.

The municipal functional areas are as indicated below:

Municipal function Municipal function Yes / No Constitution Schedule 4, Part B functions: Air pollution No Building regulations Yes Child care facilities No Electricity and gas reticulation Yes Firefighting services No Local tourism No Municipal airports Yes Municipal planning Yes Municipal health services No Municipal public transport No Municipal public works only in respect of the needs of municipalities in the discharge of their responsibilities to administer functions specifically assigned to No them under this Constitution or any other law Pontoons, ferries, jetties, piers and harbours, excluding the regulation of No international and national shipping and matters related thereto Stormwater management systems in built-up areas Yes Trading regulations Yes

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Municipal function Municipal function Yes / No Water and sanitation services limited to potable water supply systems and Yes domestic waste-water and sewage disposal systems Constitution Schedule 5, Part B functions: Beaches and amusement facilities No Billboards and the display of advertisements in public places Yes Cemeteries, funeral parlours and crematoria Yes Cleansing Yes Control of public nuisances Yes Control of undertakings that sell liquor to the public No Facilities for the accommodation, care and burial of animals Yes Fencing and fences Yes Licensing of dogs Yes Licensing and control of undertakings that sell food to the public Yes Local amenities Yes Local sport facilities Yes Markets Yes Municipal abattoirs Yes Municipal parks and recreation Yes Municipal roads Yes Noise pollution No Pounds Yes Public places Yes Refuse removal, refuse dumps and solid waste disposal Yes Street trading Yes Street lighting Yes Traffic and parking Yes

Functional areas

3.6 OVERVIEW OF PERFORMANCE PER WARD

3.6.1 All wards

The table below gives information on the largest capital projects in all wards:

Capital projects Total value No. Project name and detail Start date End date R 1 Calvinia sport irrigation October 2019 August 2020 12 751 874

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Capital projects Total value No. Project name and detail Start date End date R September 2 Brandvlei Bulkwater Supply June 2019 127 208 542 2020 Upgrading of Water Treatment Works of 3 December 2019 October 2020 26 805 755 Calvinia

The above analysis includes only the 3 largest capital projects of the ward

Capital projects of all wards

Basic service provision – 2019/20 Detail Water Sanitation Electricity Refuse Housing Formal households 4 383 4 383 2 183 4 383 Informal households 296 296 296 296 Total Households* 4 679 4 679 2 479 4 679 Houses completed in year 0 * Informal households supplied with electricity by Eskom

Basic service provision for all wards

COMPONENT A: BASIC SERVICES

Hantam Municipality delivers on its core functions as prescribed by the Constitution. Performance targets for basic services were set, taking into account the financial position of the Municipality and the availability of resources. The focus was on delivering basic services to the community to the best of its ability with limited resources and finance.

The Municipality delivers the following basic services to its residents:

Water provision Sanitation provision Electricity Solid waste management Municipal roads and stormwater Free basic services and indigent support

Flush toilet connected Weekly refuse removal Piped water inside Electricity for to sewerage and septic % dwelling % lighting % tanks % 2001 2011 2001 2011 2001 2011 2001 2011 41.9 53.7 60.2 72.5 41.6 59.8 72 76.9

Household services

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3.7 WATER PROVISION

The residents in the municipal area have 100% access to water services. The Municipality has been experiencing an extreme water crisis. The Hantam Municipality was declared drought disaster area since 2015.

Loeriesfontein Bulk Water Supply (BWS) project was completed, and the community has access to drinking water 24 hours a day.

The Brandvlei BWS project was implemented in April 2019. The contract value was R101 million and it entailed:

the drilling of 9 boreholes installing a 50km 200mm pipeline 50km electricity network

The project also included the construction of a Water Purification Plant that can remove fluoride by an activated lumina filtering process up to SANS standard. All diesel generators have been phased out which have been saving the municipality on operating costs. A new telemetry system was installed in Brandvlei to control the entire water network.

The water supply of Calvinia was mostly under pressure as the Kareedam has not rained full since 2015. The town Calvinia is dependent on seven (7) boreholes that cannot meet the town's demand. Funding was received from the Department of Water and Sanitation (DWS) and 25 boreholes were drilled in the area. Four (4) boreholes have been connected within the Akkerendam Nature Reserve to the network that complements the existing boreholes.

The completed Doornrivier study suggests 3 options:

1. A pipeline via Botterkloof 2. A pipeline via Ceres Karoo 3. The development of boreholes within a 30 km radius around Calvinia

The Municipality is waiting for funding from DWS to implement the above.

Drought relief funds have been received and a project is being implemented by Sedibeng Water to drill five (5) boreholes in Middelpos, connect nine (9) boreholes in Nieuwoudtville and three (3) boreholes in Calvinia to the existing network above ground.

Water and waste water samples are collected monthly and analysed by an accredited laboratory, VINLAB. VINLAB uploads results onto DWS Blue Drop System (BDS) and Green Drop System on LIMS. A full SANS analysis is done annually by VINLAB.

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Hantam Municipality remains under water restrictions due to abnormal low rainfall in its area of jurisdiction.

The water sources in the municipal area are as follows:

Sources of water Borehole 36% Spring 1% Rain water tank 0.8% Dam/pool/stagnant water 60% River/stream 0% Water vendor 0.3% Water tanker 0.9% Other 1%

Sources of water (Source: Annual Report 2015/16) 3.7.1 Water service delivery levels

Water is the most fundamental and indispensable of natural resources. It is fundamental to life, the environment, food production, hygiene and power generation, without water, humanity cannot survive.

Poverty reduction and improved water management are inextricably linked. Section 4B of the Constitution lists water and sanitation services, limited to potable water supply systems and domestic waste water and sewerage disposal systems, as a local government function. Basic water is defined as 25 litres of potable water per day supplied within 200 meters of a household.

Access to potable water is the norm in Hantam Municipality. According to the Census 2011 assessment, the number of households with access to water has increased to 4 679 households.

2018/19 2019/20 Access Number of households Number of households Households receiving water 4 645 4 679 Census 2011 Census 2011 Access Number of households Number of households Piped (tap) water inside 6 064 6 064 dwelling/yard Piped (tap) water on communal 212 212 stand No access to piped (tap) water 64 64

Distribution of households with access to piped water (Census 2011) The graph below shows the distribution of households with access to piped water:

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Water service delivery levels 7000 6000 5000 4000 3000 2000 1000 0 2001 2011

Piped (tap) water inside dwelling/yard Piped (tap) water on communal stand No access to piped (tap) water

Graph 2: Distribution of households with access to piped water (Census 2011) 3.7.2 Households - Water service delivery levels

Below is a table that specifies the number of formal and informal households with water service delivery levels below the minimum standards for the financial years 2018/19 and 2019/20:

2018/19 2019/20 Description Actual Actual Formal settlements Total households 4 645 4 679 Households below minimum service level 253 296 (informal) Proportion of households below minimum 5.48 6.33 service level (%)

In terms of the back to basics requirements the Municipality is required to calculate the number of erven to which a service is provided regardless of the number of households per erf

Water service delivery levels 3.7.3 Highlights: Water service delivery levels

The table below give a brief description of the highlights for water service delivery during the 2019/20 financial year:

Highlight Description Construction of new Brandvlei Water Purification The removal of fluoride in water by using activated Works lumina filtering system Residence of Loersiesfontein now have access to water Completion of Loeriesfontein Water Purification Works 24 hours a day The funding was utilised for:

Drought relief funding received from Sedibeng Water Drilling of five (5) boreholes in Middelpos Board Nine (9) boreholes in Nieuwoudtville Three (3) boreholes to the existing water network in Calvinia 85 CHAPTER 3: SERVICE DELIVERY PERFORMANCE

Water service delivery highlights

Pictures 13: Installation of water taps in Blikkiesdorp, Calvinia

3.7.5 Challenges: Water service delivery levels

The table below gives a brief description of the water service delivery challenges during the 2019/20 financial year:

Challenge Corrective action Aging infrastructure Old asbestos pipes must be replaced with PVC pipes Faulty water meters Old faulty meters must be replaced with prepaid meters

Water service delivery challenges 3.7.3 Employees: Water Services

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 14 12 2 14 7 - 9 10 10 0 0 25 10 - 12 0 0 0 0 13 - 15 1 0 0 0 16 - 18 0 0 0 0

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Job level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 19 - 20 0 0 0 0 Total 25 25 23 2 8

Employees: Water services 3.7.4 Capital expenditure – Water Services

The table below indicates the amount that was actually spent on water services projects for the 2019/20 financial year:

2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Water Pipeline - Brandvlei 57 503 000 57 503 000 57 503 000 0 Upgrade WTW Calvinia 20 000 000 57 503 000 20 000 000 0 Total 77 503 000 77 503 000 77 503 000 0

Capital expenditure 2019/20: Water ervices

3.8 SANITATION SERVICES

All residents in Hantam Municipality have access to basic sanitation services. The bucket system has been eradicated within the municipal area. There are no sanitation backlogs on formal residence in the Hantam municipal area. The backlog in informal areas:

Calvinia - 219 households Brandvlei - 30 households Nieuwoudtville – 6 households

20 VIP toilets was constructed in the informal area Rondomskrik in Brandvlei. Saltcor provided the VIP toilets and the Hantam Municipality did the construction through the EPWP programme. One VIP toilet was constructed in Middelpos.

Business plans was submitted to COGHSTA and Department of Water and Sanitation for the installation of sewerage networks in Calvinia and to eradicate the VIP systems in Brandvlei and Loeriesfontein.

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Pictures 14: Installation of VIP toilets in Rondomskrik, Brandvlei

The status of formal sanitation during 2019/20 can be summarised as follows:

Flush Flush Pit latrine toilet Chemical Pit latrine Town/Area toilet (no Bucket None (septic toilet (ventilation) sewerage ventilati tank) Calvinia 1 333 792 0 39 0 0 0 Brandvlei 0 582 0 80 140 30 0 Hantam 154 617 64 143 172 0 610 Loeriesfontein 308 750 0 340 0 0 0 Nieuwoudtville 242 401 0 0 0 0 0 Total 2 037 3 142 64 602 312 30 610

Provision of formal sanitation 3.8.1 Highlights: Sanitation service delivery levels

The table below give a brief description of the highlights for sanitation service delivery during the 2019/20 financial year:

Highlight Description

20 VIP systems constructed 20 VIP toilets were constructed in Rondomskrik, Brandvlei during 2019/20 which was provided by

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Highlight Description Saltcor and constructed by the Municipality as part of the EPWP programme 1 Pit system was erected in Middelpos informal 1 Pit system completed settlement during 2019/20 Barzani implementing agents was appointed by Construction of services for 260 sites COGHSTA to start construction of services for the 260 sites informal settlement in Calvinia

Sanitation service delivery highlight 3.8.2 Challenges: Sanitation service delivery levels

The table below gives a brief description of the sanitation service delivery challenges during the 2019/20 financial year:

Challenges Corrective Measures The bucket system is still utilised by households of Working together with Saltcor to install VIP systems Rondomskrik informal area in Brandvlei The ideal view would be for every household to get The informal settlement in Calvinia is expanding. A their own ablution facility, as it is very dangerous for ratio of 4-5 households use the same ablution facility women and children to go out at night COVID-19 hampered the erection and installation of After the lockdown regulation softened at level 3 the flush toilet systems/pit systems at Middelpos Municipality will be able to embark on completing Community Hall planned progress

Sanitation service delivery challenges 3.8.3 Sanitation service delivery levels

Below is a table that specifies the distribution of households by type of toilet facility:

Census 2001 Census 2011 Facility Number of Number of households households Flush or chemical toilets 3 505 4 879 Pit latrines 553 722 Bucket toilets 837 185 None 724 382

Distribution of households by type of toilet facility

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The graph below shows the distribution of households by type of toilet:

Sanitation service delivery levels 6000

5000

4000

3000

2000

1000

0 2001 2011

Flush or chemical toilets Pit latrines Bucket toilets None

Graph 3: Distribution of households by type of toilet facility 3.8.4 Employees: Sanitation services

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 0 – 3 0 0 0 0 4 – 6 9 9 0 0 7 – 9 7 7 0 0 10 – 12 11 0 0 0 0 13 – 15 0 0 0 0 16 – 18 0 0 0 0 19 – 20 0 0 0 0 Total 11 16 16 0 0

Employees: Sanitation services 3.8.5 Capital expenditure – Sanitation Services

The table below indicates the amount that was actually spent on sanitation services projects for the 2019/20 financial year:

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2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Disaster Relief Grant 167 000 167 000 137 728 29 272 Total 167 000 167 000 137 728 29 272

Capital expenditure 2019/20: Sanitation services

3.9 ELECTRICITY

Electricity and street lighting are provided to all formal settlements and streets and electricity or high- mast lights are provided to most informal areas in Hantam. 97% of Households have access to electricity. The Municipality provide electricity to a part of Brandvlei, Calvinia, Loeriesfontein and Nieuwoudtville, whilst Eskom provide electricity to part of Brandvlei, Calvinia, Loeriesfontein, Nieuwoudtville and Middelpos.

The electricity losses were determined at 17.10% for the 2019/20 financial year compared to 13.94% for the 2018/19 financial year. This increase in the % losses is due to faulty meters, electricity theft and points of supply that are not being metered.

3.9.1 Electricity service delivery levels

The table below indicates the different service delivery level standards for electricity within the urban edge area of the Municipality:

Electricity service delivery levels 2018/19 2019/20 Description Number of households Energy (above minimum level) Electricity (minimum service level) 297 258 Electricity - prepaid (min service level) 2 159 2 221 Total 2 456 2 479

Energy (below minimum level) – Eskom provides electricity to informal and other settlements

Electricity service delivery levels

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The graph below shows the different electricity service delivery levels per total households and the progress per year:

Electricity service delivery levels 2500 2159 2221 2000

1500

1000

500 297 258

0 2018/19 2019/20

Electricity (minimum service level) Electricity- prepaid (minimum service level)

Graph 4: Electricity service delivery levels 3.9.2 Highlights: Electricity service delivery

The table below give a brief description of the highlights for service delivery during the 2019/20 financial year:

Highlight Description

INEP Project/Installation of new transformer and mini Upgrade of bulk network in Loeriesfontein sub

Installation of 665m street lighting. Installation includes Installation of streetlighting in Nieuwoudtville 19, 9m poles. 18, 60Watt Led streetlights and 1 400Watt floodlight

Electricity service delivery highlights

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3.14.4 Electricity service delivery highlights

Before After

Pictures 15: Upgrad of ring main units at Loeriesfontein

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Pictures 16: Upgrade of ring main units at Loeriesfontein

3.9.3 Challenges: Electricity service delivery

The table below gives a brief description of the electricity service delivery challenges during the 2019/20 financial year:

Challenge Corrective action

Electricity losses Meter audits, installing meters at unmetered points

Funding from the Department of Energy to upgrade Oudated MV and LV networks networks through INEP

Electricity service delivery challenges

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3.9.4 Employees: Electricity Services

The table below indicates the number of staff employed by the Unit:

Job Level 2018/19 2019/20 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 1 1 0 0 7 - 9 1 1 0 0 10 - 12 3 2 1 1 50 13 - 15 0 0 0 0 16 - 18 0 0 0 0 19 - 20 0 0 0 0 Total 3 4 3 0 25

Employees: Electricity services 3.9.5 Capital expenditure – Electricity Services

The table below indicates the amount that was actually spent on electricity services projects for the 2019/20 financial year:

2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Electricity Network- Ringman 700 000 700 000 700 000 0 Unit Loeriesfontein Total 700 000 700 000 700 000 0

Capital expenditure 2019/20: Electricity services

3.10 WASTE MANAGEMENT (REFUSE COLLECTIONS, WASTE DISPOSAL, STREET

CLEANING AND RECYCLING)

The Municipality delivers solid waste services to the residents of Hantam Municipality. All residents receive the service once a week and a black bag system is being implemented for the removal of solid waste.

The Municipality has 4 landfill sites of which Calvinia, Brandvlei, Nieuwoudtville and Loeriesfontein have permit licenses. Middelpos landfill site has been closed and the waste is transported to Calvinia landfill site. Although these sites are fully functional, illegal dumping of waste in the municipal area remains a major challenge. To curb illegal dumping, it is recommended that Council consider a recycling program. 95 CHAPTER 3: SERVICE DELIVERY PERFORMANCE

The landfill sites are also too close to the communities and the fencing is being vandalised or stolen which results in papers and bags being blown all around the area. This results to additional costs to clean and manage the landfill sites. It is recommended to move the landfill sites to new areas, which should be identified. The Integrated Waste Management Plan is still valid for 2019/20 and it is recommended that Hantam Municipality together with the Department of Environmental Affairs and the district municipality should source funding to review the Integrated Waste Management Plan.

3.10.1 Refuse removal service delivery levels

The table below indicates the different refuse removal service delivery level standards within the urban edge area of the Municipality:

2018/19 2019/20 Description Actual Actual Household Refuse removal: (Minimum level) Removed at least once a week 4 645 4 679 Minimum service level and above sub-total 4 645 4 679 Minimum service level and above percentage 100% 100% Refuse removal: (Below minimum level)

Removed less frequently than once a week 0 0

Using communal refuse dump 0 0 Using own refuse dump 0 0 Other rubbish disposal 0 0 No rubbish disposal 0 0 Below minimum service level sub-total 0 0 Below minimum service level percentage 0 0 Total number of households 4 645 4 679

In terms of the Back to Basics requirements the Municipality is required to calculate the number of erven to which a service is provided regardless of the number of households per erf

Refuse removal service delivery levels

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The graph below shows the different refuse removal service delivery levels per total households and the progress per year:

Refuse removal service delivery levels 4700 4680 4660 4640 4620 4600 4580 4560 4540 4520 2018/19 2019/20

Removal at least once a week

Graph 5: Refuse removal service delivery levels 3.10.2 Highlights: Waste removal service delivery levels

The table below give a brief description of the highlights for waste removal service delivery during the 2019/20 financial year:

Highlight Description Waste removal targets were all met on a weekly basis, in Weekly waste removal targets met relation to the removal of waste at domestic and business places

Training was provided to law enforcement participants The implementation of law enforcement program (IG and uniforms (Identity/Visible patrols on its way) were Project) whereby Calvinia is the pilot town and will procured, to help curb illegal dumping and vandalism to continue in the 2020/21 financial year the landfill sites

CWP and Thuma Mina participants helped out with Thuma Mina participants were deployed to clean up the cleaning up of municipal dumping sites where the illegal dumping sites and to pick up plastic bags at the black bags were sabotaged by illegal dump legal dumping site caused by illegal dwellers/pickers dwellers/pickers

Waste removal service delivery highlight 3.10.3 Challenges: Waste removal service delivery levels

The table below gives a brief description of the waste removal service delivery challenges during the 2019/20 financial year:

Challenge Corrective action

People still dump illegally (building material, Fines (law enforcement program) will be imposed on the garden materials, etc) public which participates in these illegal activities, as the Still illegal picking and dwellers at the municipal Municipality has communicated with all towns dumping sites communities via Face book, newsletters, loudhailers and

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Challenge Corrective action local radio station about illegal dumping without any success

Educational programmes to educate communities about Communities ignoring the illegal dumping site boards their role to play by taking ownership of the above- which were erected at these sites by the Municipality mentioned, by keeping our towns clean

Waste removal service delivery challenges 3.10.4 Employees: Waste management (refuse collections, waste disposal, street cleaning and recycling)

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 12 0 0 0 7 - 9 7 6 1 14 10 - 12 20 0 0 0 0 13 - 15 0 0 0 0 16 - 18 0 0 0 0 19 - 20 1 0 0 0 Total 20 20 6 1 5

Employees: Waste management (refuse collections, waste disposal, street cleaning and recycling) 3.10.5 Capital expenditure – Waste Managment Services

The table below indicates the amount that was actually spent on waste management services projects for the 2019/20 financial year:

2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Fleet vehicles 1 200 000 764 000 763 155.13 844.87 Total 1 200 000 764 000 763 155.13 844.87

Capital expenditure 2019/20: Waste Management services

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3.11 HOUSING

The biggest challenges remain the backlog of 1 900 RDP houses and increased household numbers on the housing waiting list. The Municipality embarked on visits to all towns in Hantam during 2018/19 to register new applications on the National Housing Needs Register after the approval of the new Spatial Development Framework 2018/23. Council identified areas per town for future housing development projects. The Department of CoGHSTA appointed Barzani as implementing agents to start with the construction of the Calvinia 260 serviced sites. The duration of the contract is earmarked to end in December 2020.

Information for 2019/20 are illustrated in the table below:

Calvinia Loeriesfontein Nieuwoudtville Brandvlei Middelpos 2018/19 754 256 324 444 57

2019/20 883 282 345 478 57

Housing needs register

3.12 FREE BASIC SERVICES AND INDIGENT SUPPORT

In accordance with the approved Indigent Policy of the Municipality, all account holders earning less than R5 030 per month will receive free basic services as prescribed by the national policy. Indigent support includes water, electricity, rates, refuse, and sewerage

3.12.1 Access to free basic services

The access to free basic services is summarised into the different services as specified in the following table:

Free basic services to low income households Number of households Households earning less than R 4 500 per month Year Total Free basic water Free basic sanitation Free basic electricity Free basic refuse Access (%) Access (%) Access (%) Access (%) 2017/18 4 614 2 618 56.74 2 618 56.74 2 365 51.26 2 618 56.74 2018/19 4 645 2 978 64.11 2 978 64.11 2 699 58.11 2 978 64.11 2019/20 4 679 3 186 68.09 3 186 68.09 2 890 61.77 3 186 68.09

Free basic electricity is split between municipal and what Eskom provides.

Access to free basic services (Source: Back-to-Basic Provincial Report)

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COMPONENT B: ROAD TRANSPORT

This component includes: Roads, transport and stormwater drainage.

The Hantam Municipality is responsible for the normal maintenance, re-gravel and reseal of roads. One of the major challenges experienced by the Municipality is the ongoing maintenance of potholes due to insufficient funds. The district municipality is responsible for maintenance, repairing, protecting and management of the proclaimed provincial roads in the area.

Hantam Municipality’s waste water (stormwater) systems consist of channels, pipelines and open trenches with piped road crossings.

3.13 ROADS

The number of funded projects allocated to the Department Technical and Community Services (roads and stormwater):

2017/18: 1 (one) 2018/19: 1 (one) 2019/20: 1 (one) Below is a summary of the current existing streets/roads in Hantam Municipality:

Surfaced/paved streets Gravel/unpaved Town Total (km) streets (km) Calvinia 22 21 43 Loeriesfontein 4 22 26 Nieuwoudtville 4.5 18.5 23 Brandvlei 6.5 20.5 27

Summary of existing streets and roads 3.13.1 Asphalt roads

Total km asphalt Km of new paved Km existing new Km asphalt roads Financial year roads roads roads re-sheeted maintained 2018/19 31.82 0.77 0 0 2019/20 31.2 1km 0 31

Asphalt roads

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3.13.2 Gravel roads

Km gravel roads Total km gravel Km new gravel Km gravel roads Financial year upgraded to roads roads constructed bladed/maintained asphalt 2018/19 86 n/a 1km 86 2019/20 85 n/a 1km 85

Gravel roads 3.13.4 Highlights: Roads

The table below give a brief description of the highlights for service delivery during the 2019/20 financial year:

Highlight Description

With a limited maintenance road budget we were able to do maintenance on streets as follows: Reseal and slurry Hofmeyer/Corner of Stigling and Dorp Street; Sealed big potholes in First Avenue/Rooiplaat/Le- EPWP maintenance programme successfully Roux/School/Middle Street/Stigling/Hospital/Vierling/ implemented by EPWP as well as permanent Malan/Dorp/Stasieweg/Pastorie street staff who executed it through an action plan. Potholes and constructing of speedhump in Calvinia, also Burger Street in Brandvlei Painted marks on all streets in both Calvinia-West and East, Brandvlei, Loeriesfontein and Nieuwoudtville Made parking areas and road signs more visible for the pedestrians and road users

Street names in all towns were made more Paint team with an action plan was implemented via EPWP IG visible project to make street names in all towns more visible

Road signs that were vandalized and damaged due to accidents as Replacement of road signs well as weather element were replaced in all towns

Highlights: Roads 3.13.4 Challenges: Roads

The table below gives a brief description of the service delivery challenges during the 2019/20 financial year:

Challenges Corrective Measures

Small budget allocation as well as COVID-19 Level 5 Bigger budget allocation is required and level 4 lockdown restrictions since March 2020

Well skilled operators/staff in all the towns in the Training for staff to ensure a skilled workforce Municipality

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Challenges Corrective Measures

Outdated equipment and vehicles (old fleet) available for all towns

One Dezi Grader to service all four towns with vast distances to cover for such old and small machine. The Municipality does not own a lowbed vehicle to transport Additional budget is required to ensure the purchase of the grader or alternatively purchase a second grader so equipment and vehicles for all towns that each grader at least service two towns

Replacing of grader blades and vehicle being in the garages for repairs almost every time it visits a different town

Challenges: Roads 3.13.5 Cost of construction/maintenance

The total cost of maintenance for gravel and paved/asphalt roads were R1 004 855. The budget for paved constructed roads was R1 927 497.40 (incl. VAT). (figures to be confirmed by the municipality)

3.13.6 Employees – Roads

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 10 0 0 0 7 - 9 1 0 0 0 10 - 12 16 0 0 0 0 13 - 15 0 0 0 0 16 - 18 0 0 0 0 19 - 20 0 0 0 0 Total 16 11 0 0 0

Employees: Roads

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3.13.5 Capital expenditure – Roads

The table below indicates the amount that was actually spent on roads service projects for the 2019/20 financial year:

2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Paving of roads Branndvlei 1 927 000 1 927 000 1 927 000 0 Total 1 927 000 1 927 000 1 927 000 0

Capital expenditure 2019/20: Roads services

3.14 STORMWATER

Stormwater remains one of the main challenges to the area due to 86 km of gravel roads which do not have stormwater channels. During the rainy season gravel roads washes away and the maintenance to these roads need to be done at high costs for the Municipality.

Hantam Municipality approved a business plan to pave roads in Calvinia through the Municipal Infrastructure Grant (MIG) programme. The business plan also addresses the stormwater challenges. The roads that were identified are Skema Street, Eerstelaan, Mandela Street, Hoof Street, Lande Street, as well as Steyn Street.

3.14.1 Highlights: Stormwater

The table below give a brief description of the highlight for service delivery during the 2019/20 financial year:

Highlight Description

Improvement of channelling of the water, where it used to be muddy and messy prior to the project implementation The water does not run through people’s Brandvlei roads & stormwater project (Kerk Vyeboom yards/properties causing flood damages and School Street The paved streets improved the overall image of that part of town Learners no longer have to walk through the mud to get to the school

Stormwater service delivery highlight

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3.14.2 Challenges: Stormwater

The table below gives a brief description of the stormwater service delivery challenge during the 2019/20 financial year:

Challenges Corrective Measures

Need to purchase own tools and equipment and train staff to utilize it to clean our own pipelines and Roots growing in the pipelines as well as a lot of piped road crossings obstacles (from nature as well as humans) blocking Persons responsible for dumping materials, pipelines. The Municipality does not have the obstacles, waste, ect. into dry riverbeds should be necessary equipment to remove it (in all old areas in held accountable some towns) Roll-out of ongoing environmental awareness programmes in communities.

Stormwater service delivery challenges 3.14.4 Roads and Stormwater service delivery highlights

Before After

Pictures 17: Cleansing of stormwater system

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Pictures 18: Pothole repairs

Pictures 19: Pothole tarring and repairs

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Pictures 20: Street maintenance and road signs installation

COMPONENT C: PLANNING AND DEVELOPMENT

This component includes two service delivery priorities namely planning and development. Planning consists of land use and building control and development consist of Local Economic Development (LED). LED is built around a commitment to develop a climate in which economic development and growth can prosper.

3.15 PLANNING

National imperatives such as the MSA prescribes that municipalities must develop a spatial plan that seeks to address the past skewed planning models and in an integrated way explore how planning for all people and communities will be addressed. The spatial plan informs how space and resources will be used to create a more coherent and systematic approach to planning and service delivery.

The existing Spatial Development Framework (SDF) is currently outdated thus the Municipality has embarked on drafting and approving an SDF that serves as a guideline for all town planning and changes to existing uses of erven.

The focus of planning is on the approval and issuing of rezoning applications, sub-divisions and consolidation and application of the regulations in terms of building control and the approval of building plans. 106 CHAPTER 3: SERVICE DELIVERY PERFORMANCE

The Municipality (in partnership with the South African Radio Astronomy Observatory who appointed Ditsamai Investments and Projects to complete it) has started a process to have the SDF reviewed to (a) conform to planning legislation, (b) be in accordance with national guidelines, and (c) consider updated information and recent development trends. The Phase 1 and 2 reports prepared as part of drafting the ‘new’ municipal SDF Framework, were provided to the Hantam Municipality during 2018. This was followed by a presentation at a workshop between representatives from the Municipality and the service provider to discuss phases 3 and 4 of the project and reports on the latter phases were also provided to the Municipality. The Municipality’s Council approved the final SDF.

Funding to implement the LUMS was a challenge to the Municipality.The Municipality could not reach the deadline date of 30 June 2020. Subsequently an application for postponement was referred to the Minster and was then granted. A funding application was sent to the Department of Rural Development and was approved. The LUMS will be completed by December 2021.

3.15.1 Highlights: Planning

The table below give a brief description of all the highlights with regards to the planning department during the 2019/20 financial year:

Highlight Description

7 Meetings were held in Calvinia for 2019/20 Tribunal is fully functional Municipal Planning Tribunal Re-appointment of Tribunal by Council for the next 5 years as the term expires on 30 June 2020

Commonage The Municipality has 56 000ha of commonage

Highlights: Planning 3.15.2 Challenges: Planning

The table below give a brief description of all the challenges with regards to the planning department during the 2019/20 financial year:

Challenge Corrective action Limited available space for graves Establishment of two new cemeteries

Closure of two solid waste sites and implementation of recycling project and establishment of recycling Complaint from communities regarding landfill sites facilities Identify new sites for Calvinia and Brandvlei

Housing provision challenge and availability of land for EIA and subdivisions of erven for RDP and middle- housing development income houses

Appointment of professional service providers to do Township establishment for Middelpos and Zwartkop EIAs, Geotech as well as subdivisions for township still outstanding establishment for Middelpos and Zwartkop

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Challenge Corrective action Commonage

Drought and impact of climate change Drought relief funding from National Government

Drought relief funding from National Government, Scarcity of water resources such as boreholes and as well as water and sanitation programme reservoirs Provision of jojo-tanks

Improvement in revenue collection to maintain Poor and outdated infrastructure and buildings infrastructure and buildings Interventions from the Department of Agriculture, Lack of sufficient support for emerging farmers Rural Development and Land Reform to assist including after care of projects emerging farmers

Planning challenges 3.15.3 Service delivery statistics for Planning

The table below displays the applications for land use development:

Rezoning Detail 2018/19 2019/20 Planning application received 22 27 Determination made in year of receipt 21 27 Determination made in following year 1 0 Applications withdrawn 3 2 Applications outstanding at year end 7 0

Applications for land use development The table below indicates the building plans received and processed during the financial year

Type of service 2018/19 2019/20 Building control

Building plan applications processed 48 22

Approximate value 9 355 000 5 780 800

New residential dwellings 8 4 Residential extensions 36 15 New Business buildings 1 1 Business extensions 3 1

Town planning and building control service delivery statistics

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3.15.3 Employees: Planning

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 8 8 0 0 7 - 9 2 2 0 0 10 - 12 12 2 2 0 0 13 - 15 0 0 0 0 16 - 18 0 0 0 0 19 - 20 0 0 0 0 Total 12 12 12 0 0

Employees: Planning

3.16 LED

The draft LED Strategy, which was compiled during 2011 by the Department of Economic Development, Namakwa District Municipality and Urban Econ, was approved by Council on 30 June 2018. The Provincial Department of Economic Development will assist with the review of the Strategy once the necessary capacity becomes available. The LED Strategy is built around commitment to develop a climate in which economic development and growth can prosper and growth is shared. The primary role of local government is to create a climate that is conducive to local economic development hence we can only achieve this goal with the assistance and support of all our relevant stakeholders.

Since the introduction of Biz Portal to Municipalities in November 2019, which is a platform developed by the Companies and Intellectual Property Commission (hereafter CIPC) to offer company registration and related services in a simple seamless digital way which is completely paperless, we can now assist local SMME’s with their registration processes in a short span of time.

Regular engagements with investors in the municipal area forms a vital part of our attempts to foster relationships as well as ensuring that they contribute in terms of their social responsibility towards the community of Hantam in terms of projects identified in the IDP. The Municipality ensures implementation and support of programmes that focus on economic development. With the focus on developing local SMME’s in Hantam, the Municipality embarked on a process of meeting with local SMME’s and youth to establish business development forums. Through the necessary assistance and commitment from the Provincial Department of Economic Development and relevant role players these business forums could be established in Hantam as well as the business hub.

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The opportunities that derive from renewable energy projects, especially within the Loeriesfontein and surrounding areas, pose opportunities for economic growth for the municipal area as well as the district. Especially with new regulations that require from investors to implement socio-economic projects district- wide,instead of within a radius of 50km as in the past.

EPWP:

The Municipality aim to create a conducive business environment where municipal capital projects can be implemented through the Expanded Public Works Programme (EPWP). The programme aims to increase economic growth by improving skills levels through education and training. It also aims to provide an enabling environment for industry to flourish. The programme is based on Labour Intensive Methods of Construction (LIC) by contractors which will also enhance skills development. The number of EPWP participants employed within the grant funded projects of the Municipality for the 2019/20 financial year was 1 143.

Socio Economic projects implemented by investors in Hantam – Projects for 2019/20

South African Radio Astronomy Observatory (SARAO)

South African Radio Astronomy Observatory (SARAO) implemented the following socio-economic projects for the year under review:

Zwartkop Multi-purpose Centre phase 2 Schools and Community development grants for Brandvlei usually this is R150 000 for each school in Brandvlei. Depending on the application, the community development grants linked to human developmental and educational initiatives. Educational workshops in collaboration with NWU in Calvinia on IKS and presented by NWU. Involvement in the Sewing Project (this will be done in agreement with the Municipality) SMME development by the Northern Cape SMME Trust, Fifty (50) SMME’s in the Karoo trained in entrepreneurship skills and business development. Received support to start their business and those with existing businesses trained on how to grow their businesses. The businesses received support to address local opportunities, access new markets and services to ensure businesses meet the necessary regulatory requirements. Involvement with local crafters to continue. Nine artists that graduated from the MeerKAT Creative Community Initiative (MCCI) in March 2019 and have been commissioned to design corporate gifts for the South African Radio Astronomy Observatory (SARAO) bursary conference in December 2019. Some have been selected to sell their products at the Craft Design Institute (CDI) store at the Watershed, the craft and design hub at the V&A Waterfront. This is after an inspection was conducted by Waterfront management to ensure the products adhere to the standard of the products sold there. Construction of two SKA telescopes in the Brandvlei/Hantam area.

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Involvement in schools and school programs. Start process to establishment of a play park in Brandvlei.

Saint Gobain Gypsium Mine

No socio-economic projects were completed during this period as the previous rain harvesting project in Loeriesfontein came to an end at the end of 2017. No new LED/IDP project has been approved by the Northern Cape DMR.

No new job opportunities were created as the mine currently runs on a skeleton staff of 5 members due to reduced market demand. Seven (7) contractors are employed to transport product from the mine to the Sishen-Saldanha rail siding at Loop 8.

3.16.1 Mainstream Renewable Energy Projects for 2019/20

The table below provides for an overview of the projects conducted through out the 2019/20 financial year:

Project Name Community Beneficiaries

2 x foundation phase teachers employed 200 students impacted Primary School Teacher Support Programme 1 x mathematics and science teacher employed 47 students impacted

1 x mathematics teacher employed for Grades 8 High School Teacher Support Programme and 9 78 students

2 local youth employed full-time on the project Literacy Programme 100 students impacted

3 ECD practitioners receiving accredited Level 5 ECD certification 7 Community members receiving accredited Level 5 Early Childhood Development Programme ECD training 2 ECD centres impacted and Grade R classes at the primary school 155 students impacted

Vulnerable children and youth Vulnerable households Youth Development Programme (Isibindi) 10 Child and Youth Care Workers permanently employed

1 x social worker job created and retained Substance Abuse Programme 1 x auxiliary social worker employed

11 persons received a full bursary covering tuition; Bursary Programme transport, accommodation and meals

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Project Name Community Beneficiaries

86 learners impacted at High School 44 Grade 7 learners impacted at the primary school

Facilitated the employment of 4 lay-counsellors by the Lay-Counsellor Training NC Dept. of Social Development

Riel dancers School fees paid for special needs learner Donations Transportation requests from schools and other community members Equipment to Community Health Centre

Career Guidance 90 students impacted

Sports field upgrade: 6 people employed Bridge Construction: EIA in process/job creation opportunities advertised Business Centre Development: potential local Infrastructure Upgrades entrepreneurs to benefit from construction and other opportunities Training provided to 30 people NHBRC/CIDB registration

Mainstream renewable energy projects 2020 3.16.2 Highlights: LED

The table below gives a brief description of all the highlights for LED during the 2019/20 financial year:

Highlights Description

The vacant position for the Clerk: IDP/LED was filled in Filling of Clerk: IDP/LED vacancy January 2020

The unit assisted eight local SMME’s with the full registration process of their businesses The platform allows us to assist local SMME’s with Biz Portal from CIPC queries related to their business documentation Cost savings on travel arrangements of SMME’s to do business registration processes in Springbok, Cape Town, Upington or Kimberley

Updated database of all spaza shops in Hantam Updated database of local registered SMMEs Regular visits from SMME’s requesting information on registering their businesses as well as availability of funding programmes for small business development Enterprise Development Inclusion of clause in all tenders to give preference to local SMME’s Regular communication with SMMEs regarding business opportunities and funding support programs from the Department of Economic Development, small business development, etc. via Whats App groups, e-mails and other communication platforms of Hantam Municipality

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Highlights Description Inclusion of priorities gained from meetings with SMME’s of Hantam in new approved IDP 2020/21

DEDAT in co-operation with Provincial Treasury, SARS, DEDAT workshop CIDB and the Municipality held a two-day workshop on 29-30 October 2019 for all SMME’s in Hantam

One workshop was held by SEDA to train 20 SMME’s SEDA workshops Two visits of SEDA to assist local SMME’s with business queries and drafting of business plans

Started with process for establishment of Youth Economic development Forums in all towns of Youth development Hantam Inclusion of priorities gained from meetings with Youth in Hantam in new approved IDP 2020/21

Terms of reference for business forums and youth Terms of Reference for Business Forums economic development forums in Hantam approved by Council

Quarterly notices published by SCM unit for SMME’s to CSD registrations register on CSD

LED highlights 3.16.3 Challenges: LED

The table below gives a brief description of all the highlights for LED during the 2019/20 financial year:

Challenge Corrective Action

Engaging the Department of Sports, Arts and Culture & GCIS for roll out of wi-fi and broadband Wi-fi and broadband needed by SMME’s to do online installation projects in Hantam business applications Engaging investors in Hantam (Mainstream, SKA & Eagle Towers) to fund a wi-fi/broadband installation project in towns of Hantam Relaxation of lockdown regulations enabling businesses to re-open and their employees/staff to COVID-19 pandemic and National lockdown regulations start working again and restrictions: Relaxation on the operating hours of businesses Decline in the economy of Hantam due to most Encouraging communities to utilize online banking businesses which had to close services to pay their municipal accounts via the Significant decrease in revenue for the Municipality respective communication platforms & re-opening the pay points with skeleton staff

Corporate social responsibility of investors in Hantam Engage investors regularly to contribute towards for funding of projects identified in IDP by communities community projects in the IDP

Establishment of One-stop-shop for Support needed from the Department of Economic businesses/business hub Development and relevant role players to establish

50km Radius of SARAO and Mainstream Renewable Future projects of Investors to have a municipal- Energy SA for implementation of socio-economic wide/district-wide implementation regulation for projects in municipal jurisdiction. implementation of socio-economic projects

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Challenge Corrective Action

Creation of job opportunities through implementation of Lack of job opportunities/high unemployment rate sustainable projects

Source funding from DENC or DEDAT to develop Upgrading and development of Akkerendam Nature Akkerendam Nature Reserve to promote economic Reserve development and tourism

Source funding from DENC or DEDAT to develop the Upgrading and development of the Waterfall in Waterfall at Nieuwoudtville to promote economic Nieuwoudtville as a tourism attraction development and tourism

Engaging SARS to do regular outreach visits to assist SARS visits SMME’s due to vastness of area and distances

The Construction Industry Development Board (CIDB) Engaging CIDB to do outreach visits to assist SMME’s registrations can only be made at a branch office due to vastness of area and distances Kimberley or Cape Town

LED Challenges 3.16.4 LED initiatives

The following table indicates the EPWP projects and the number of work opportunities created:

Jobs created through EPWP projects Project details Number of work opportunities IG_Beautification of Hantam Cemeteries Phase 4 22 IG_Law Enforcement in Hantam Phase 1 11 IG_Maintenance of Sportsfields in Hantam Phase 3 24 IG_Maintenance of Streets in Hantam Phase 3 184 IG_Waste Collection Hantam Phase 4 479 IG_Maintenance of Water in Hantam Phase 2 114

Job creation through EPWP projects 3.16.5 Tourism awareness/events

Annual events in the Hantam region:

Annual event Date Kontrei Kos en Mark Loeriesfontein 14 - 25 August 2019 Hantam Vleisfees 30 – 31 August 2019 Tankwa Camino - Calvinia 23 August – 1 September 2019 Hantam Kuierfees 27 – 28 September 2019 Hantam Vastrap Mountain Bike event 25 August 2018 Onse Mark – Calvinia 9 – 5 September 2019 Nieuwoudtville Choir Festival 12 October 2019 Onse Kersmark 15 – 30 November 2019

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Annual event Date Street Carnival 28 November 2019 VLV Pretstap - Nieuwoudtville 5 October 2019 Biedouw Enduros - Calvinia 19 – 25 October 2019 Familie Mark – Calvinia 7 December 2019 Pompelompie Hartklop Fees - Middelpos 31 January – 2 February 2020 The Karoo Burn Bicycle Tour 22 February 2020 4 X 4 Pretdag - Nieuwoudtville 29 February 2020 Familie Mark - Calvinia 14 March 2020 Tankwa Camino - Calvinia 20 – 25 March 2020

Note: Tourism of the Hantam Municipality is driven by the Namaqua District Municipality

Tourism awareness/events 3.16.6 Employees: LED

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 0 0 0 0 7 - 9 1 1 0 100 10 - 12 1 1 1 0 0 13 - 15 0 0 0 0 16 - 18 0 0 0 0 19 - 20 0 0 0 0 Total 1 2 2 0 0

Employees: LED

COMPONENT D: COMMUNITY AND SOCIAL SERVICES

This component includes:

Libraries Cemeteries Social programmes

3.17 LIBRARIES

The Municipality provides library services in Calvinia, Loeriesfontein, Nieuwoudtville, Brandvlei, Middelpos and Zwartkop.

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The library service ensures the provision of library and information services to communities in a sustainable manner. Libraries and community library projects maintain and develop information resources and other skills programmes. Libraries develop organised systems with other relevant government departments to enhance service delivery to our communities.

3.17.1 Highlights: Libraries

The table below gives a brief description of all the highlights for libraries during the 2019/20 financial year:

Highlight Description Two writers workshops were presented by Province at Calvinia Library. One in October 2019 and one in Writers workshop February 2020 Twelve members of the community participated in the writers’ workshop The number of new members who registered during Increased membership 2019/20 increased with 127 This project attracted a lot of children who are not Mzanzi Online Project: Computers and X-boxes privileged to have an X-box at home, especially during installed in libraries during 2018/19 the school holidays

Libraries highlights 3.17.2 Events/ Activities: Libraries

Pictures 21: Knitting project – Mandela Day in Loeriesfontein

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Pictures 22: Stocktaking – Calvinia

Pictures 23: Anzil Kulzin (Upington) conducted a writing workshop - Calvinia

Pictures 24: Reader Circle Christmas programme - Calvinia

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Pictures 25: Computer training by DSAC for the Namakwa region - Calvinia

Pictures 26: Kids enjoy reading time

Pictures 27: Knitting project Mandela Day – Brandvlei and Valentines Day programme

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3.17.3 Challenges: Libraries

The table below gives a brief description of the challenges for libraries for the 2019/20 financial year:

Challenge Corrective action Communication and engagements with the Department No programmes for 2019/20 could be presented due to of Sport, Arts and Culture to increase the grant limited funding from the Department of Sport, Arts and allocated to the Municipality. Interventions from the Culture department is needed to ensure that libraries will remain open for communities of Hantam Heavy rain caused flood damage to the ceiling of the Budgeted for repairs of the ceiling in the 2020/21 library in Calvinia budget Possible re-opening of libraries when there will be Due to the national lockdown restrictions that were relaxation of lockdown restrictions and relevant implemented all libraries in Hantam had to close regulation Mzanzi Online Project: The library for the blind is not Completion of the project 100% completed

Libraries challenges 3.17.4 Service Statistics - Libraries

The table below gives the service statistics of libraries in the municipal area:

Type of service 2018/19 2019/20 Libraries Number of libraries 6 6 Library members 3 352 3 479 Books circulated 55 967 55 77 People visiting the Libraries 42 489 31 510 Internet users – number of computers 2 973/26 2 110/26

New library service points or Wheelie Wagons 6 0

Children programmes Weekly 0

Visits by school groups and crèches Weekly 0 Book group meetings for adults Monthly Monthly/4

Service statistics – Libraries 3.17.5 Employees: Libraries

The table below indicates the number of staff employed by the Unit:

Job level 2017/18 2018/19 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 0 - 3 9 0 0 0 0

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Job level 2017/18 2018/19 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 4 – 6 6 5 1 17 7 – 9 3 3 0 0 10 – 12 1 1 0 0 13 – 15 0 0 0 0 16 – 18 0 0 0 0 19 – 20 0 0 0 0 Total 9 10 9 1 10

Employees: Libraries

3.18 CEMETERIES

There are 8 cemeteries in the Hantam area that resort under the jurisdiction of the Municipality and 2 additional cemeteries that belong to churches.

A number of historical graves were discovered in the Akkerendam Nature Reserve and a process was started to declare it as a heritage site. The Department of Sport, Arts and Culture was informed and Hantam awaits their recommendation on the outcome of the investigation.

Hantam Municipality is also working together with the CWP team to ensure that the cemeteries get cleaned on a regular basis in all towns within the Hantam Municipal Area.

3.18.1 Highlights: Cemetries

The table below give a brief description of the cemeteries highlight during the 2019/20 financial year:

Highlights Dscription

Establish new cemeteries in Brandvlei and Appointment of consult to do EIA and GEO tech Loeriesfontein

Cemeteries highlights 3.18.2 Challenges: Cemetries

The table below give a brief description of the cemetries challenge during the 2019/20 financial year:

Challenge Corrective action

Appoint Law Enforcement Officer to prevent vandalism Vandalism of graves

Cemetries challenges

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3.19 SOCIAL PROGRAMMES

The aim of social programmes is to: -

Address problems and poverty identified in the community Commemorate special public days Enhance good communication The following special programmes were executed during the 2019/20 financial year:

Description of programmes Date of program Target group

Donation Pauper Burial July 2019 Elderley Donation Drivers’ License July 2019 Elderley Donation Food Hamper July 2019 Elderley Donation Pauper Burial July 2019 Elderley

Mandela Day: House Restoration July 2019 Elderley

Donation: Food Hamper July 2019 Elderley

Hantam Kuierfees September 2019 All

Donation: Pauper Burial September 2019 Elderley

Donation: Hantam Primary – September 2019 Youth International Science Fair

Community Outreach Loeriesfontein September 2019 All

Community Outreach September 2019 All

TB Awareness October 2019 All

Donation: Calvinia Rieldansers October 2019 Children and Youth

Donation: Calvinia High October 2019 Youth

Donation: Ramblers Rugby Club October 2019 Youth

Donation: Pauper Burial November 2019 Elderley

Hantam Straatkarnaval November 2019 Youth

Donation: J Barends Northern Cape November 2019 Youth Cricket Donation: J de Wee: College February 2020 Youth registration payment

Donation: AFM Church February 2020 Elderley

Donation: Brandvlei Primary February 2020 Youth

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Description of programmes Date of program Target group

Mayoral Session with High School February 2020 Elderley Principles

Donation: J Klazen February 2020 Elderley

Donation: Pauper Burial March 2020 Youth

Special programmes executed during 2019/20

COMPONENT E: ENVIRONMENTAL PROTECTION

This component includes:

Pollution control Biodiversity Landscape

According to Section156(2) of the Constitution, a municipality may make and administer by-laws for the effective administration of matters that it has the right to administer. Air pollution is listed as a matter in which local government has authority and national and provincial government may not compromise or impede a municipality’s right to exercise its powers or perform its functions.

3.20 POLLUTION CONTROL

Air pollution control is not a function of the Municipality, but a function performed by the district municipality.

3.21 BIO-DIVERSITY, LANDSCAPE AND OPEN SPACES

The municipal area includes three of the seven biomes present in the Northern Cape Province, i.e. the Fynbos, Succulent Karoo and Nama-Karoo biomes and, also in a provincial context, the following centres of endemism: Succulent Karoo, Knersvlakte, Hantam-Roggeveld and Cape Floristic region. These centres, all located in the most westerly segment of the municipal area, serve as biodiversity priority areas. This western segment includes the Oorlogskloof Nature Reserve as protected area and the Greater Cederberg Biodiversity Corridor conservation initiative — an initiative aiming to maintain or restore connectivity across the landscape (and provincial boundaries). The other significant protected area is the Tankwa Karoo National Park in the south eastern corner of the municipal area.

We also acknowledge the initiative by the South African Radio Astronomy Observatory to commission a report on the ‘desired state’ of the SKA National Park Management Plan as first step towards establishing a national park within an area still to be determined.

The Department of Environment and Nature Conservation (DENC) in co-operation with the World Wide Fund (WWF) is currently busy with the second phase of expanding the Protected Area Network in the

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Northern Cape with funding of the Leslie Hill Succulent Karoo Trust. The three-year project (2018/21) entails restoration of degraded ecosystems and enhanced conservation of natural resources and land added to the provincial conservation estate. The seven provincial nature reserves are:

Goegap Oorlogskloof Nababeep Orange River Mouth in Namakwa District Rolfontein and Doornkloof in Pixley ka Seme District Witsand in ZF Mgcawu District

COMPONENT F: SECURITY AND SAFETY

This component includes:

Traffic, law enforcement and licensing Fire Disaster management Aerodrome (Airfield)

The function of security and safety is to provide a safe environment for the residents of the Hantam and to ensure the safety of the personnel of the Municipality through effective and efficient operationalization of all relevant plans in conjunction with public safety.

Namakwa District Municipality delivers fire fighting services throughout the are with the Hatam Municipality’s assistance. All towns do have firefighting equipment available.

Disaster management is a district function and the Namakwa District Council maintains a District Disaster Management Centre. HM has appointed its Chief of Traffic Services as its Disaster Manager and co- operates closely with the District Disaster Management Centre.

The aim of law enforcement in a municipality is to create an environment that will further the social and economic development of the community. Through law enforcement services the Municipality ensures that individuals and their families are safe. Law Enforcement Officers are deployed in the municipal area to ensure that by-laws are enforced in the municipal area. An officer of Traffic is currently fulfilling the duties of law enforcement.

3.22 TRAFFIC, SECURITY AND LICENSING

The aim and function of the Traffic Department is to educate and create a culture of voluntary compliance with road traffic rules and regulations and to enhance courteous and tolerant road user behaviour. HM has an operational traffic department comprising of driver licensing, traffic law enforcement, vehicle testing and motor vehicle registration. Renewal of licenses was shifted to the Post Office.

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The main priorities are:

The testing of applicants for driver’s licenses, learner’s licenses and the application and renewal of professional driving licenses. The registration of motor vehicles. The promotion of road safety and law enforcement. Operating of the vehicle testing centre.

3.22.1 Highlights: Traffic, security and licensing

The table below give a brief description of the highlights for traffic, security and licensing during the 2019/20 financial year:

Highlight Description

The following services are available per area:

Calvinia Office: Registrations, VTS and administration, learners’ tests, driving licences practical tests, renewal of driver licenses The Department is fully functional with skeleton and PRDP staff to deliver services to the communities in rural Loeriesfontein Office: areas Registrations, learner licenses, renal of driver licenses, and PRDP Brandvlei Office: Registrations, learner licenses, renal of driver licenses and PRDP

Eleven (11) participants in Calvinia received Law Enforcement training within an EPWP programme of Training programme for youth in Local Government LGSETA Law Enforcement Course as Peace Officers Capacity of trained participants will be utilised by the Municipality

Traffic, security and licensing highlights 3.22.2 Challenges: Traffic, security and licensing

The table below gives a brief description of the traffic, security and licensing challenges during the 2019/20 financial year:

Challenge Corrective action

The Department of Transport Safety and Liaison needs to assist B Municipalities to deliver services in The Traffic Department is an unfunded mandate that rural areas results in a financial loss at year end Submit a development proposal for the establishment of a weighbridge along the R27 in Calvinia through Public Private Partnerships

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Challenge Corrective action

Loss in revenue during COVID-19 lockdown period Investigate innovative ways to generate income when traffic offices had to close due to applicable The Municipality will follow tender processes in the Disaster Management Regulations 2020/21 financial year to implement speed cameras

Traffic, security and licensing challenges 3.22.3 Service Statistics – Traffic, security and licensing

2018/19 2019/20 Details Actual no. Actual no. Number of road traffic accidents during the year 7 2 Number of infringements attended 0 0 Number of traffic officers in the field on an average 1 1 day Number of traffic officers on duty on an average day 1 1 Number of driver’s licenses issued 1251 604 Number of learner’s licenses processed and issued 252 252 Number of motor vehicle license transactions 740 512 Number of road signage erected 98 Number of fines issued for traffic offences 146 424 R-value of fines collected 39 984 33 836

Permanent roadblock from Number of roadblocks held 6 26 March 2020 until 30 June 2020 due to COVID-19 Special escorts 11 2 Awareness initiatives on public safety 0 7

Service data for traffic, security and licensing 3.22.4 Employees: Traffic, security and licensing

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 3 2 1 33 7 - 9 1 0 0 0 8 10 - 12 3 0 0 0 13 - 15 1 0 1 100 16 - 18 0 0 0 0

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Job level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 19 - 20 0 0 0 0 Total 8 8 2 2 25

Employees: Traffic, security and licensing 3.23 COVID-19

On 15 March 2020 President Cyril Ramaphosa declared South Africa Covid-19 epidemic a national state of disaster under the Disaster Management Act of 2002. This was done primarily, as the President stated it to enable the government to “have an integrated and coordinated disaster management mechanism that will focus on preventing and reducing the outbreak of this virus.” The declaration enabled the government to issue a slew of regulations, directions, and guidelines to contain and mitigate the impact of the pandemic.

During a state of disaster, the Disaster Management Act allows the government to issue regulations to restrict, inter alia, movement of persons and goods “to, from or within the disaster-stricken or threatened area, … the suspension or limiting of the sale, dispensing or transportation of alcoholic beverages in the disaster-stricken or threatened area…. [or] any other steps that may be necessary to prevent an escalation of the disaster, or to alleviate, contain and minimise the effects of the disaster…” (section 27(2).)

Similarly, the Disaster Management Regulations of 2004 (DMR) (as amended) state that:

“any Minister may issue and vary directions, as required, within his or her mandate, to address, prevent and combat the spread of COVID-19, from time to time, as may be required, including…steps that may be necessary to prevent an escalation of the national state of disaster, or to alleviate, contain and minimise the effects of the national state of disaster.” (section 10(8).)

These regulations and the pandemic itself has had a major impact on the basic service delivery and operations of local government, who had to adjust with immediate effect not only identified risks, projects, man power but also budgets.

3.23.1 COVID-19 Committees

On 06 April 2020 the Hantam Municipality established the COVID-19 Joint Operational Committee. The committee comprises of members from all spheres of government.

The COVID-19 Joint Operational Committee has the following functions:

Discussions of intergovernmental nature related to COVID 19 pandemic;

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Each department were responsible for feedback to the committee regarding the number of COVID- 19 infections, recoveries and fatalities within their respective departments; Identification and communication of hotspots in municipal area; Adhering to regulations pertaining the availability of PPE; Regular statistics of the R27 roadblocks in Calvinia; Distribution of food parcels and support needed in communities; Regular communication to communities to keep them informed; Scheduling sanitization of municipal buildings, government buildings, public spaces as well as spaza shops; Provision of necessary water and sanitation infrastructure where needed; Monitor of public gatherings, such as funerals to be in line with Disaster Management Act and Regulations; Identification of cemetery for COVID-19 burials as was required; and Identification of recovery facility for Hantam area.

3.23.2 COVID-19 Joint Operational Committee members

The table below indicates the members that serve on the COVID-19 Joint Operational Committee and the dates of the meetings held:

Name of representative Representative Department Meeting dates

L Vermeulen Namakwa District Municipality

Mayor (RN Swartz) Municipal Manager (JI Swartz) R van Wyk W Jonker RC van Wyk Hantam Municipality Jan Isaacs 06 April 2020 C Koopman 13 April 2020 M Waterboer 28 April 2020 G Mathys 05 May 2020 E De Wet 11 May 2020 Col V van Wyk 29 June 2020 Transport, Safety and Liaison: SAPS Capt. A Burger 20 July 2020 F Floris Health: Hospital 03 August 2020 17 August 2020 D Moses Social Development S Tieties SASSA N Kweleta Correctional Services J Leukes Labour Sr SA Hoon Health: Clinic S Witbooi GEMCOR

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Name of representative Representative Department Meeting dates LB Wena Education J Meyer

COVID-19 Joint operational committee members On 28 April 2020 the Hantam Municipality established the COVID-19 Steering Committee. The committee comprises of members from all departments of the Municipality.

The COVID-19 Steering Committee has the following functions:

Discuss, implement and monitor Disaster Management Act Regulations; Appointment of COVID-19 Compliance Officer; Compilation of COVID-19 Action Plan of the Municipality; Distribution of PPE to all municipal sites and skeleton staff officials; Compile schedule for sanitizing of buildings; Discussion of working hours and action plan for gradual return to work of skeleton staff (1third); Compilation of policy to be approved by Council; Referred regulation regarding COVID-19 Danger Allowance to Council for approval including Policy; Compilation of schedule for sanitization of municipal buildings, government buildings, public spaces as well as Spaza shops; and Identification of cemetery for COVID-19 burials as was required.

3.23.3 COVID-19 Steering Committee members

Representative Name of representative Meeting dates Department/Division RN Swartz Mayor T Brown PA of Mayor

JI Swartz Municipal Manager

R van Wyk 06 April 2020 RC van Wyk Technical and Community Services 13 April 2020 C Koopman 28 April 2020 M Waterboer 29 June 2020 W Jonker 20 July 2020 E De Wet Finance & Corporate Services 03 August 2020 J Langner 17 August 2020 W Steenkamp IMATU N Moses (Compliance Officer) N Coetzee SAMWU M Waterboer

COVID-19 Steering committee members

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3.23.4 Challenges: COVID-19

The table below gives a brief description of the service delivery challenges during the 2019/20 financial year:

Challenge Corrective action In the beginning of COVID-19 it was not easy to get Treasury’s circulars were used for the unit cost of each all the PPE on time item of PPE Timetables of each department was developed to monitor Implementation of skeleton staff (1/3) each employee of when he/she had to attend work or work from home The closing of the office had impact on the revenue collection of Hantam Municipality for the month of April 2020 and these losses had never been recouped. Loss in revenue for the Municipality Businesses were accommodated by giving them a payment plan which required a 50% immediate payment of their debt and the other 50% payable within 12 months Timetables for each department was developed to monitor Work from home employees of when he/she had to attend work or work from home

COVID-19 challenges 3.23.5 COVID-19: Action Plan

The table below provide the actions implemented/that will be implemented to address the COVID-19 associated risks:

Risk Action implementation

Local COVID Forum was established for the corrective Comordities measures of the comordities

Screening, PPE, sanitation was provided to each Infections within the Municipality employee. Additional cleaning staff was employed for regular cleaning of the office

Municipality sanitised all towns in the CBD and some Infections in town government departments as per request

Upgrade of IT infrastructure to encourage employees to work from home Expenditure Regular expenditure such as danger allowances, PPE, IT infrastructure

Loss of income Funding from government is pending

COVID-19 action plan

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3.23.6 COVID-19: Communication/Awareness

The table below indicates the different communication/awareness statistical information the Municipality implemented:

Communication/ Awareness campaign Platform/ channel utilised Date Posting statistics & information Facebook page of Municipality Daily/every second day Radio broadcasted interviews by the Mayor of Hantam, Namakwa District and MEC’s in Radio Kaboesna Bi-weekly the Province Posting statistics & information WhatsApp communication Daily On days when large groups Loud hauling in respective town of Hantam were visiting towns Loud hauling by Traffic Officer (government grant pay outs, etc.) Distribution of information pamphlets Ward committees April 2020 Working hours of municipal staff and Facebook, Noordwester, Notice As and when needed per opening of municipal offices boards regulations Notice boards and municipal COVID-19 protocol notices As and when needed office sites & workshops

COVID-19 communication/awareness

COMPONENT G: SPORT AND RECREATION

This component includes:

Community halls Swimming pools Caravan park Nature reserve Sport grounds

3.24 COMMUNITY HALLS

Community halls are maintained and available in Calvinia, Loeriesfontein, Brandvlei and Nieuwoudtville.

Cleaning and minimum maintenance are done at all the community halls. These halls are used by the community for gatherings and social activities with friends and family.

3.24.1 Highlights: Community halls

The table below give a brief description of the highlights for community halls during the 2019/20 financial year:

Highlight Description

Six (6) community halls in Hantam A community hall is available to the public in all towns of Hantam including Middelpos and Zwartkop

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Highlight Description Community halls are made available to sector departments, as well as other stakeholders of Hantam for conducting workshops, meetings and training sessions with communities and local SMME’s SKA rolled out phase 2 of the Multi-purpose Centre in Zwartkop which will accommodate government Zwartkop Multi-purpose Centre Phase 2 department services to the community, a soup kitchen, library, creche, etc.

Community halls highlights 3.24.2 Challenges: Community halls

The table below gives a brief description of the community halls challenges during the 2019/20 financial year:

Challenge Corrective action Installation of security cameras and security services Vandalism of buildings and fencing will also be acquired to fight vandalism of sport fields in HM area

Due to the lack of personnel, the upkeep and maintenance of community halls are lacking. Request to fill more vacancies for personnel at community halls will be made during the 2020/21 Maintenance of community halls is lacking financial year The upgrade of Lenie Skippers and Tromp Nel Halls are included in the budget for 2020/21 financial year

Community halls challenges

3.25 SWIMMING POOLS

Due to the shortage of water in Calvinia the swimming pool is closed. The only town with a caravan park and swimming pool is Nieuwoudtville that is used by all the communities in the Hantam. During the summer season the pool is always full of visitors as well as off season with private bookings for parties at the swimming pool or tourists visiting during the flower season. The beautiful natural scenery where the swimming pools are situated adds to its allure for visitors who like to pose for the camera and posting on social media.

3.25.1 Challenges: Swimming pools

The table below give a brief description of the swimming pool challenges during the 2019/20 financial year:

Challenge Corrective action Water shortage Alternative sources of water should be investigated

Swimming pools for other towns in Hantam Business plans for alternative sources of water, as well Municipality as project plans for funding for the construction of

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Challenge Corrective action swimming pools in towns where pools are not yet established, should be drafted and submitted

Swimming pools challenge

3.26 CARAVAN PARK

A caravan park is operated in Nieuwoudtville and is popular during the flower season and December holidays. The caravan park is situated near the swimming pool and the local dam which adds to its attraction for visitors and approximately 10km’s away from the Nieuwoudtville Nature Reserve which also attracts many visitors throughout the year. There are 16 camping sites equipped with braai facilities including a source for lights (power outlet) for each one.

3.26.1 Highlights: Caravan park

The table below give a brief description of the highlights for caravan parks during the 2019/20 financial year:

Highlight Description

Maintenance is done on a regular basis with more work Maintenance of ablution facilities and other structures to be finished before the flower season starts

Fully functional showers with warm water and toilets are Ablution as well as electricity/power outlets are available for campers, as well as electricity/power available onsite outlets at each camping site

Caravan park highlights 3.26.2 Challenges: Caravan park

The table below gives a brief description of the caravan park challenges during the 2019/20 financial year:

Challenge Corrective action

The drought together with climate changes The Disaster Management Regulations as a result of COVID-19 restricted tourists to visit the caravan Promotion and marketing of caravan park park and resulted in a loss of income for the Municipality

A project plan was submitted to the DEA for funding to Upgrade of facilities upgrade caravan park

Caravan park challenges

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3.26.3 Service statistics – Caravan park

Caravan site reservations generated no revenue during the 2019/20 financial year. 3.27 Nature Reserves

The Akkerendam Nature Reserve is situated in Calvinia and is a popular recreation facility for residents. Hiking trails have been developed in the Hantam Mountains and various routes with different levels of difficulty can be hiked. Springbok kept in the nature reserve provide a handy source of revenue.

Akkerendam Nature Reserve is the second oldest proclaimed municipal nature reserve in the Northern Cape, yet to date no vegetation map has been produced. Akkerendam Nature Reserve now has a paper published on its vegetation supported by the National Research Foundation. This is based on the work done in the reserve to develop a vegetation map and determine carrying capacity etc, which was funded by the Lesley Hill Succulent Karoo Trust a few years ago. Very interesting and included in this paper, are historical photographs which were redone recently by Dr Hoffman and Dr van der Merwe.

The possible expansion of the reserve is under consideration. Three (3) plant communities were identified within the reserve and expansion area; however, four (4) subcommunities are only found in the proposed expansion area. Relevés compiled from Acocks’ species lists were absorbed into the phytosociological table indicating that no significant vegetation change has taken place in the last ±60 years. This study found 222 species in common with Acocks’ species lists; however, he did not list the alien invasive species Prosopis glandulosa. Comparison of repeat photographs with images taken nearly a century earlier suggests that, except for the impact of recent fires, the composition remained relatively similar. The phytosociological approach adopted has provided a map of the vegetation units of the study area, while the historical comparisons indicate that the vegetation of Akkerendam Nature Reserve has not undergone significant change over the last 100 years.

Pictures 28: Viooltjie and Bobbejaantjie at Akkerdam

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Pictures 29: Veldkool at Akkerdam

Nieuwoudtville has a flower bulb reserve managed by the Municipality that is very popular during the peak flower season. In fact, it is just as popular as the waterfall on the road between Nieuwoudtville and Loeriesfontein.

Pictures 30: Koppie en piering at Nieuwoudtville

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3.27.1 Highlights: Nature reserves

The table below give a brief description of the highlights for the nature reserves during the 2019/20 financial year:

Highlight Description

Namakwa District Municipality in cooperation with DENC New flower species found in Akkerendam Nature are working on a full flower checklist which will be made Reserve available to the Municipality on completion

The National Research Foundation supported the publication on vegetation in Akkerendam in the form of Publication on vegetation in Akkerendam Nature a Research Career Award Fellowship granted to Helga Reserve van der Merwe which was funded by the Lesley Hill Succulent Karoo Trust

Visits to Akkerendam and Nieuwoudtville wild flower Popular tourist attraction during flower and rainy reserve and waterfall season

Nature reserves highlights 3.27.2 Challenges: Nature reserves

The table below give a brief description of the nature reserves challenges during the 2019/20 financial year:

Challenge Corrective action

Funding support required from DENC and DEDAT to Upgrade and development of Akkerendam Nature upgrade and develop the nature reserve as a tourist Reserve as a tourist attraction attraction and enhance economic opportunities for local community

Funding support required from DENC and DEDAT to Upgrade and development of the Waterfall between upgrade and develop the Waterfall as a tourist Nieuwoudtville and Loeriesfontein as a tourist attraction attraction and enhance economic opportunities for the local community

Nature reserves challenges 3.27.2 Service Statistics – Nature reserves

Admission tickets sold at the Flower Bulb Reserve (Nieuwoudtville) and Waterfall (Nieuwoudtville) generated a total revenue of R62 191 during the 2019/20 financial year.

3.28 SPORT GROUNDS

Sport fields are available in all towns of the Hantam Municipal area, namely Calvinia, Brandvlei, Nieuwoudtville and Loeriesfontein.

Currently Nieuwoudtville have a grassed pitch.

The sport facility of Loeriesfontein was upgraded by Mainstream Renewable Energy. The existing rugby and athletic pitch were covered with grass, new flood lights were constructed and a pipeline was laid 135 CHAPTER 3: SERVICE DELIVERY PERFORMANCE from the Waste Water Treatment Plant to the sport field. Two 11 000 litre jo-jo tanks and a booster pump was installed to irrigate the grass pitch. Mainstream financed this upgrade and donated it to the Municipality.

Calvinia started with the upgrade of Hantam Park where a pipeline was constructed from the Waste Water Treatment Plant to Hantam Park and from there to the Kraal to provide waste water for irrigation to the two facilities. This project includes new floodlights at Hantam Park and upgrading of the pavilion. The two schools namely Hantam High and Hantam Primary will also be provided with irrigation water for their rugby fields as the pipelines run through the residential areas passing the two schools.

The project is funded by MIG and completion date is 15 December 2020.

3.28.1 Highlights: Sport grounds

The table below gives a brief description of the sport grounds highlights during the 2019/20 financial year:

Highlights Description

Grass and athletic pitch, new floodlights and irrigation Upgrade of Loeriesfontein sport facility system installed

Floodlights at Hantam Park and grass pitch for rugby Irrigation of Hantam Park and The Kraal sport facilities and athletics, upgrade of pavilion

Sport grounds highlights

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Pictures 31: Upgrade of Loeriesfontein Sports field

Calvinia started with a MIG sport field irrigation project. The budget for 2019/20 was R7 832 503. A pipeline was constructed from the Waste Water Treatment Plant to Hantam Park and from Hantam Park to the Kraal sport field to provide waste water for the two facilities. This project included new floodlights at Hantam Park and the upgrade of the pavilion.

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Pictures 32: Construction of the pipeline

3.28.2 Challenges: Sport grounds

The table below gives a brief description of the sport grounds challenge during the 2019/20 financial year:

Challenge Corrective action Vandalism New security systems required if budget is available

Sport grounds challenge 3.28.3 Employees: Sport grounds

The table below indicates the number of staff employed by the Unit:

Job Level 2018/19 2019/20 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 0 – 3 0 0 0 0 4 – 6 5 5 0 0 7 – 9 0 0 0 0 10 – 12 5 0 0 0 0 13 - 15 0 0 0 0 16 - 18 0 0 0 0 19 - 20 0 0 0 0 Total 5 5 5 0 0

Employees: Sport ground 3.28.4 Capital expenditure – Sport grounds

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The table below indicates the amount that was actually spent on sport ground projects for the 2019/20 financial year:

2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Upgrading of sportsfield 7 833 000 7 833 000 7 833 000 0 Calvinia Total 7 833 000 7 833 000 7 833 000 0

Capital expenditure 2019/20: Sport grounds services

COMPONENT H: CORPORATE POLICY, OFFICES AND OTHER SERVICES

This component includes:

Executive and Council Financial Services HR

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3.29 EXECUTIVE AND COUNCIL

Executive and Council includes the:

Mayor Councillors Office of the Municipal Manager

3.29.1 Highlights: Executive and Council

The table below gives a brief description of all the highlights for Executive and Council during the 2019/20 financial year:

Highlight Description Oversight and Policy making A total of 26 policies were reviewed/developed during Approval of policies 2019/20 and tabled to Council for approval The following committees held meetings during 2019/20: Budget and Treasury Municipal Public Accounts Committee (MPAC) Infrastructure Committee Functionality of Council Committees Local Labour Forum (LLF) Disciplinary Board Employment Equity Training Committee IDP and Budget Steering Committee Audit, Performance and Risk Committee Debt Collection Commitee Infrastructure projects All grants were received and spent for the 2019/20 financial year as follows: Equitable share – R24 746 000 Subsidise of all free basic services of the Municipality - R24 746 000 Financial Management Grant (FMG) – R1 970 000 (Interns and finance training needs) Water Services Infrastructure Grant (WSIG) – R20 000 000 for upgrade of Water Treatment Works in Calvinia Spending of grant funding allocated to Hantam Regional Bulk Infrastructure Grant (RBIG) - Municipality R57 503 000 for Upgrade of Brandvlei Bulk Water Supply System and Electrification Municipal Infrastructure Grant (MIG) – R9 760 000 for upgrade of roads and stormwater in Brandvlei and irrigation of sports field in Calvinia R 7 833 000 Integrated National Energy Program (INEP) - R700 000 for upgrade of ring man unit in Loeriesfontein Expanded Public Works Program (EPWP) – R1 595 000 for job creation projects Library Services grant – R1 080 000 for day-to-day expenses of libraries

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Highlight Description Municipal Disaster Relief Grant (MDRG) – R167 000 for purchasing of mobile toilets and COVID consumables R29 272 Construction of 52 km water pipeline and electricity network from Brandvlei to Romanskolk. The contractor was appointed and started in April 2019 with construction of a pipeline laid from Romanskolk outside Brandvlei to supply sustainable water to the Water infrastructure projects implemented to the whole community of Brandvlei. The construction benefit of communities of Brandvlei and Calvinia period is until December 2020 with a project value of R127 208 543 Upgrade of Water Treatment Works in Calvinia with a project value of R26 805 755. The purpose of this project was to enhance the capacity and the purification process of the water treatment works Hantam Municipality received a donation from Mainstream Renewable Energy SA for the upgrade of Upgrade of Loeriesfontein sportsground Loeriesfontein sportsground including an irrigation system from the Waste Water Treatment Works as part of their social responsibility contribution Finance All budgets were timeously approved as per the Timeous approval of budget during COVID 19 legislation requirements including all adjusted budgets lockdown period as a result of COVID-19 appropriates Personal Protective Equipment (PPE) was procured for each employee as well as a danger pay for employees who had to work during the lockdown Spending of COVID 19 budget period All municipal buildings in the Hantam was sanitized, some government departments’ buildings as per request, as well as public spaces and spaza shops Human Resources The Municipal Manager and two senior management Section 57 managers signed performance agreements for 2019/20. No vacant positions on senior management level Appointment of Qualified Process Controllers Water and Waste Water in Calvinia to ensure adherence to legislation and promote basic service delivery Appointment of IDP/LED Clerk to promote local New appointments made economic development Appointment of Social Transformation Officer to promote social transformation in the Hantam municipal area Succession Planning Policy has been approved by Council to promote training and development and promotions The following 6 promotions were made: Promotion of staff Cashier Clerk Traffic Services in Calvinia T08 promoted to Senior Cashier Clerk Traffic Services T10 General Worker in Loeriesfontein T03 promoted to Process Controller T06

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Highlight Description Traffic Officer in Calvinia T10 promoted to Divisional Head Traffic Officer in Calvinia T12 Electrician in Calvinia T10 promoted to Senior Electrician T12 Consultation process done during strategic session with Council & senior management, as well as unions. Organisational structure Approval of organisational structure by Council on 20 February 2020 – Council resolution SRIK03/02-20 Employee’s job descriptions were reviewed and signed Job descriptions by them, union representatives and senior managers Council Eighteen Council meetings were held for 2019/20 with Councils meetings held an average attendance of 89% by councillors Two Council Meets the People public meetings were held Council Meet the People engagements with the communities of Brandvlei and Nieuwoudtville respectively The vacancy of ward councillor for Ward 5 was filled during August 2019 All councillors mostly attend Council- as well as committee meetings and are robustly participating in discussions on the agenda impacting Hantam’s communities Stability of Council Decisions of Council are made in consensus between the two political parties at the best interest of the communities in Hantam All councillors participate and support programmes rolled out that benefits the communities they serve in good faith Ward committees of all five wards are fully functional and regular meetings are held All new ward committee members received training and induction during 2019/20 by COGHSTA Functional ward committees Ward committees are of great assistance to the municipality and will be utilised more effectively in the next financial year in terms of their role with regards to public participation in the respective wards

Executive and council highlights 3.29.2 Challenges: Executive and Council

The table below gives a brief description of Executive and Council challenges during the 2019/20 financial year:

Challenge Corrective action

The Council, Mayor and the Municipal Manager made a decision to accommodate business with the payment of their service accounts (50% payable immediately and Revenue and debt collection 50% is payable within 12 months). Municipal account holders can make arrangements with the Municipality to pay off their arrear accounts

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Challenge Corrective action

Interact through Intergovernmental Relations Forum on Collection of government debts a regular basis

Council chambers and proper equipment for recording of meetings Budget for equipment in the 2020/21 financial year

Position of Ward Councillor of Ward 3 vacant and Passing of councillor FJ Sterkse Ward 3 will be filled in the 2020/21 financial year

Requests are channelled to investors who has a role Regular requests from communities to assist with to play in terms of social responsibility contributions funding for social programmes, bursary applications, to communities of Hantam school uniforms, etc. Annual Street Carnaval event is held to generate income for the Special Programmes account

A clause was included in Tenders of the Municipality to utilise local SMME’s/contractors for projects implemented in Hantam High unemployment and poverty Local SMME’s are given support with registration of their businesses and to obtain the necessary documentation to enable them to participate in tender processes to make them more sustainable

Executive and council challenges 3.29.3 Employees: Executive and Council

The table below indicates the number of staff employed by the Unit:

Job Level 2018/19 2019/20 Vacancies Vacancies (as (T-grade) Employees Posts Employees (fulltime a % of total equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 0 0 0 0 7 - 9 5 3 2 0.4 10 - 12 6 1 1 0 0 13 - 15 1 1 0 0 16 - 18 0 0 0 0 19 - 20 1 1 0 0 Total 6 8 6 2 0.25

Employees: Executive and council

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3.29.4 Capital expenditure – Executive and Council

The table below indicates the amount that was actually spent on Executive and Council projects for the 2019/20 financial year:

2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Mayoral vehicle 600 000 580 000 580 000 0 Total 600 000 580 000 580 000 0

Capital expenditure 2019/20: Sport grounds services

3.30 FINANCIAL SERVICES

Financial services include:

Budget and treasury control Expenditure management Income management Supply Chain Management

Sound financial management practices are essential to the long-term sustainability of the Municipality. It underpins the process of democratic accountability. The key objectives of the MFMA is to modernise municipal financial management in South Africa to lay a sound financial base for the sustainable delivery of services. The management of key financial and governance areas is achieved by focussing on reducing the levels of outstanding debt owed to the Municipality, to assist with service delivery spending and maintaining a healthy cash flow and maintaining an unqualified audit for the Municipality by resolving audit findings and improving financial governance.

Debt recovery 2018/19 2019/20 Proportion of Proportion Details of the Actual for Actual for accounts of accounts types of Billed in accounts Billed in accounts value value billed account raised year billed in year billed in billed that that were and recovered year year were collected % collected % R % R % Property rates 8 783 8 421 95% 13 681 9 106 67% Electricity 28 527 23 693 83% 24 386 23 410 96% Water 11 062 11 474 103% 3 978 3 819 96% Sanitation 6 533 6 239 95% 4 749 4 560 96%

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Debt recovery 2018/19 2019/20 Proportion of Proportion Details of the Actual for Actual for accounts of accounts types of Billed in accounts Billed in accounts value value billed account raised year billed in year billed in billed that that were and recovered year year were collected % collected % R % R % Refuse 6 944 6 997 100% 5 221 5 013 96%

Service standards for financial services 3.30.1 Highlights: Financial Services

The table below gives a brief description of all the highlights for financial services during the 2019/20 financial year:

Highlight Description Standard operating procedures Implemented within the financial year Hantam adopted a yearly tender system to curb Yearly tenders implemented irregular expenditure Creditors Arrangements was made with SALGA and AG

Financial services highlight 3.30.2 Challenges: Financial Services

The table below gives a brief description of the financial services challenges during the 2019/20 financial year:

Challenge Corrective action A debt collecting committee was established during 2018/19 to discuss all individual debtor challenges. The Outstanding debtors Municipality has also appointed a debt collection service provider to collect outstanding debt The Municipality adopted a Cost Containment Policy as prescribed by National Treasuary and strict measures are put in place to reduce expenditure. Ongoing Cash flow discussions with trade unions regarding payments of staff bonuses spreaded across the financial year (e.g. in month of birthday)

Financial Services challenges

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3.30.3 Employees: Financial Services

The table below indicates the number of staff employed by the Unit:

Job Level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 0 - 3 0 0 0 0 4 - 6 8 8 0 0 7 - 9 6 6 0 0 10 - 12 24 10 9 1 10 13 - 15 0 1 0 0 16 - 18 0 0 0 0 19 - 20 1 1 0 0 Total 24 26 25 1 4

Employees: Financial services 3.30.4 Capital expenditure – Financial Services

The table below indicates the amount that was actually spent on financial services projects for the 2019/20 financial year:

2019/20 Variance from Capital projects Adjustment Actual Budget adjustment budget expenditure budget (R) Office equipment 966 000 550 000 513 589.13 36 410.87 Total 966 000 550 000 513 589.13 36 410.87

Capital expenditure 2019/20: Financial services 3.31 HR

The HR Unit resort under the Department of Finance Corporate Services and is responsible for the following functions:

HR Administration Recruitment and selection Legal services and labour relations Employment Equity Organisational structure and job evaluation Occupational Health and Safety Training and development 146 CHAPTER 3: SERVICE DELIVERY PERFORMANCE

Employee Assistance Programme (EAP)

The aim is to provide management with effective and efficient strategic advice and support regarding new and amended legislation, interpretation of policies, organizational change, sound labour relation practices and a healthy and safe environment.

3.31.1 Highlights: HR

The table below gives a brief description of all the highlights for HR during the 2019/20 financial year:

Highlight Description

Two middle management officials obtained their Honours Degrees in Public Administration from the University of the Western Cape One official obtained an Advanced Diploma in Public Training and development Administrations (General) from the University of the Western Cape Four officials obtained an Advanced Diploma in Public Administrations (Finance) from the University of the Western Cape

The Cashier Clerk: Traffic Services (T08) in Calvinia was promoted to Senior Cashier Clerk Traffic Services (T10) in Calvinia General Worker (T03) in Loeriesfontein promoted to Process Controller (T06) in Loeriesfontein Traffic Officer (T10) in Calvinia promoted to Promotions (6) Divisional Head Traffic Officer (T12) in Calvinia Electrician (T10) in Calvinia promoted to Senior Electrician (T12) in Calvinia General Worker (T03) in Calvinia promoted to Clerk Switchboard/Customer Care (T06) in Calvinia Supervisor (T07) in Loeriesfontein promoted to Superintendent in Loeriesfontein (T09) Consultation process with Unions in Local Labour Forum meeting on 18 February 2020 and approval of Organisational structure organisational structure by Council on 20 February 2020 (Council resolution SRIK03/02-20 in line with IDP and SDBIP 2020/2021) Appointment of Qualified Process Controllers Water and Waste Water in Calvinia to ensure adherence tot legislation and promote basic service delivery Appointment of IDP/LED Clerk to promote local Filling of vacant positions economic development Appointment of Social Transformation Officer to promote social transformation in the Hantam municipal area Has been reviewed and signed by officials, Union Job descriptions Representatives and senior managers Succession Planning Policy (Council In-Committee, 28 November 2019 RIK02/11-19) HR Policies approved Private Work Policy (Council In-Committee, 28 November 2019 RIK02/11-19)

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Highlight Description

Employment Equity Committee has been appointed and is fully functional Employment equity Employment Equity Plan has been submitted to the Department of Labour in line with legislation

Succession planning Succession Planning Policy has been approved by Council to promote training & development as well as promotions

HR highlights 3.31.2 Challenges: HR

The table below gives a brief description of the HR challenges during the 2019/20 financial year:

Challenge Corrective action Vacant position will be filled during the 2020/21 HR Official financial year Vacant position will be filled during the 2020/21 HR Clerk financial year to ensure effective implementation of training and succession planning programmes A proper induction programme will be implemented Induction programme during the 2020/21 financial year A proper employment assistance programme will be Employment assistance programme implemented during the 2020/21 financial year Job Evaluation need to be done in the 2020/21 financial Job evaluation year. Due to COVID-19 National lockdown restrictions the scheduled evaluations had to be postponed

HR challenges

3.32 CORPORATE SERVICES

The Corporate Services Unit resort under the Department of Finance and Corporate Services and is responsible for the following functions:

HR Administration services IT services Record management Cleaning services Switchboard and customer care

The aim is to ensure effective and efficient administrative systems to enhance the Municipality’s objectives.

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3.32.1 Highlights: Corporate Services

The table below gives a brief description of the highlights for corporate services during the 2019/20 financial year:

Highlight Description A General Worker (T03) in Calvinia was promoted to Appointment of Clerk Switchboard/Customer Care Clerk Switchboard/Customer Care (T06) in Calvinia Budget for implementation in the 2020/21 financial Implementation of IT System year as the tender was advertised Appointment of IT Technician Budgeted for in the 2020/21 financial year

Corporate services highlights 3.32.2 Challenges: Corporate Services

The table below gives a brief description of the corporate services challenges during the 2019/20 financial year:

Challenge Corrective action Budget constraints is currently hampering the process. Limited space for records management However, will budget accordingly in the 2021/22 financial year Implementation of new IT System in the 2020/21 Outdated IT System financial year Budgeted and filling of vacant position in the 2020/21 IT Technician financial year HR Clerk Budget constraints

Corporate services challenges 3.32.3 Employees: Corporate Service

The table below indicates the number of staff employed by the Unit:

Job level 2018/19 2019/20 Vacancies Vacancies (as Employees Posts Employees (fulltime a % of total (T-grade) equivalents) posts) Number % 0 – 3 0 0 0 0 4 – 6 0 0 0 0 7 – 9 7 5 2 29 10 – 12 10 3 2 1 33 13 – 15 0 0 0 0 16 – 18 0 0 0 0 19 – 20 0 0 0 0 Total 10 10 7 3 30

Employees: Corporate services

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COMPONENT I: ORGANISATIONAL PERFORMANCE SCORECARD

3.33 DEVELOPMENT AND SERVICE DELIVERY PRIORITIES FOR 2020/21

The main development and service delivery priorities for 2020/21 forms part of the Municipality’s Top Layer SDBIP for 2020/21 and are indicated in the tables below: 3.33.1 Instutional Development and transformation

Ref KPI Unit of measurement Ward Annual target Percentage of people from employment equity target groups that will be % of people that will be appointed appointed in the three highest levels of in the three highest levels of TL18 management during the 2020/21 management in compliance with a All 66% financial year in compliance with the municipality’s approved municipality’s approved employment employment equity plan equity plan Percentage of municipality's personnel budget actually spent on implementing (Total expenditure on its workplace skills plan by 30 June TL19 training/total personnel All 0.01% 2021 ((Total Actual Training budget)/100 Expenditure/ Total personnel Budget) x100)) Limit vacancy rate to 20% of funded (Number of funded posts vacant post by 30 June 2021 {(Number of TL23 divided by budgeted funded posts) All 20% funded posts vacant divided by x100 budgeted funded posts) x100} Review the Workplace Skills Plan and Workplace Skills Plan submitted to TL24 submit plan to the LGSETA by 30 April All 1 LGSETA by 30 April 2021 2021 90% of the ICT capital budget spent by 30 June 2021 {(Actual capital % of the ICT capital budget spent TL25 All 90% expenditure divided by the total by 30 June 2021 approved capital budget) x100} 90% of the budget spent to upgrade IT and Telephone network by 30 June 2021 {(Actual capital expenditure on Percentage of budget spent by 30 TL35 All 90% the project divided by the total June 2021 approved capital budget for the project)x100} 90% spent of the budget to purchase Percentage of budget spent by 30 TL36 All 90% laptops by 30 June 2021 June 2021

Service delivery priorities for 2020/21: Instutional development and transformation 3.33.2 Economic development

Ref KPI Unit of measurement Ward Annual target

Create job opportunities ito EPWP by 30 Number of job opportunities TL8 All 150 June 2021 created by 30 June 2021

Service delivery priorities for 2020/21: Economic development

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3.33.3 Financially sustainable and viable

Ref KPI Unit of measurement Ward Annual target Financial viability measured in terms of the municipality's ability to meet its service debt obligations at 30 June 2021 {Debt to Revenue (Short Term % Debt coverage as at 30 June TL20 Borrowing + Bank Overdraft + Short All 1% 2021 Term Lease + Long Term Borrowing + Long Term Lease) / Total Operating Revenue - Operating Conditional Grant} Financial viability measured in % in terms of the total amount of outstanding service debtors in comparison with total revenue received % outstanding service debtors at TL21 for services at 30 June 2021 {Net All 14% 30 June 2021 Service debtors to revenue – (Total outstanding service debtors minus provision for bad debt)/ (revenue received for services) x100} Financial viability measured in terms of the available cash to cover fixed operating expenditure at 30 June 2019 {Cost coverage ((Cash and Cash Equivalents - Unspent Conditional Cost coverage ratio as at 30 June TL22 Grants - Overdraft) + Short Term All 0.6 2021 Investment) / Monthly Fixed Operational Expenditure excluding (Depreciation, Amortisation, and Provision for Bad Debts, Impairment and Loss on Disposal of Assets))}

Service delivery priorities for 2020/21: Financially sustainable and viability 3.33.4 Good governance and public participation

Ref KPI Unit of measurement Ward Annual target Develop a Risk Based Audit Plan and Risk Based Audit Plan developed TL1 submit to the audit committee for and submitted to the audit All 1 consideration by 30 June 2021 committee by 30 June 2021 Compile the final IDP review and submit Final IDP review submitted to TL2 All 1 to council by 31 May 2021 council by 31 May 2021 Compile the draft IDP review for Draft IDP review for 2021/22 TL3 2021/22 and submit to council by 31 submitted to council by 31 March All 1 March 2021 2021 Compile the draft Annual Report for Draft Annual Report for 2019/20 TL4 2019/20 and submit to council by 31 submitted to council by 31 January All 1 January 2021 2021 Compile the final Annual Report for Final Annual Report for 2019/20 TL5 2019/20 and submit to council by 31 submitted to council by 31 March All 1 March 2021 2021 Submit the oversight report for Oversight Report for 2019/20 TL6 2019/20 on the Annual Report to submitted to council by 31 March All 1 council by 31 March 2021 2021 151 CHAPTER 3: SERVICE DELIVERY PERFORMANCE

Ref KPI Unit of measurement Ward Annual target Internal Audit Charter and Audit Review the Internal Audit Charter and Committee Charter submitted to TL26 Audit Committee Charter and submit to All 1 the Audit Committee by 30 June the Audit Committee by 30 June 2021 2021

Service delivery priorities for 2020/21: Good governance and public participation 3.33.5 Infrastructure Development and Basic Service Delivery

Ref KPI Unit of measurement Ward Annual target

Number of residential properties that Number of residential properties which are billed for water or have pre which are billed for water or have TL9 paid meters that is connected to the All 4 614 pre paid meters as at 30 June municipal water infrastructure network 2021 as at 30 June 2021

Number of residential properties which Number of residential properties are billed for electricity or have pre paid which are billed for electricity or TL10 meters as at 30 June 2021 (excluding have pre paid meters as at 30 All 2 430 Eskom areas) June 2021 (Excluding Eskom areas)

Number of residential properties connected to the municipal waste water sanitation/sewerage network for Number of residential properties TL11 sewerage service, irrespective of the which are billed for sewerage as All 4 614 number of water closets (toilets) which at 30 June 2021 are billed for sewerage as at 30 June 2021

Number of residential properties which Number of residential properties TL12 are billed for refuse removal as at 30 which are billed for sewerage as All 4 614 June 2021 at 30 June 2021

Provide free basic water to indigent Number of households receiving TL13 households earning less than R5030 as free basic water as at 30 June All 2 618 at 30 June 2021 2021

Provide free basic electricity to indigent Number of households receiving TL14 households earning less than R5 030 as free basic electricity as at 30 June All 2 365 at 30 June 2021 2021

Provide free basic sanitation to indigent Number of households receiving TL15 households earning less than R5 030 as free basic sanitation as at 30 June All 2 618 at 30 June 2021 2021

Provide free basic refuse removal to Number of households receiving TL16 indigent households earning less than free basic refuse removal as at 30 All 2 618 R5 030 as at 30 June 2021 June 2021

The percentage of the municipal capital {Actual amount spent on capital budget actually spent on capital projects projects /Total amount budgeted TL17 by 30 June 2021 (Actual amount spent All 90% for capital projects)X100} by 30 on capital projects /Total amount June 2021 budgeted for capital projects)X100

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Ref KPI Unit of measurement Ward Annual target

95% spent of the library operational % of the library operational conditional grant by 30 June 2021 conditional grant spent by 30 TL26 {(Actual expenditure divided by the June 2021 {(Actual expenditure All 95% total grant received) x 100} divided by the total grant received) x 100}

Limit unaccounted for electricity to less than 15% by 30 June 2021 {(Number of % unaccounted for electricity by TL27 Electricity Units Purchased - Number of All 15% 30 June 2021 Electricity Units Sold) / Number of Electricity Units Purchased ) × 100}

Limit unaccounted for water to less than 15% by 30 June 2021 {(Number of % unaccounted for water by 30 TL28 Kiloliters Water Purified - Number of All 15% June 2021 Kiloliters Water Sold) / Number of Kiloliters Water Purified × 100}

90% spent of the budget for the water network and electrification of Romanskolk in Brandvlei in terms of the Percentage of budget spent by 30 TL29 grant allocation received by 30 June 3 90% June 2021 2021{(Actual capital expenditure on the project divided by the total approved capital budget for the project)

90% spent of the budget to upgrade the Water Treatment Works in Calvinia in terms of the grant allocation received by Percentage of budget spent by 30 TL30 30 June 2021 {(Actual capital 1;2 90% June 2021 expenditure on the project divided by the total approved capital budget for the project)x100}

90% spent of the budget to upgrade sport facilities in Hantam Park in Calvinia in terms of the grant allocation Percentage of budget spent by 30 TL31 received by 30 June 2021 {(Actual 1;2 90% June 2021 capital expenditure on the project divided by the total approved capital budget for the project)x100}

90% spent of the budget to upgrade roads & stormwater in Calvinia in terms of the grant allocation received by 30 Percentage of budget spent by 30 TL32 June 2021 {(Actual capital expenditure 1;2 90% June 2021 on the project divided by the total approved capital budget for the project)x100}

90% spent of the budget to upgrade ringman units in Nieuwoudtville in terms of the grant allocation received by 30 Percentage of budget spent by 30 TL33 June 2021 {(Actual capital expenditure 4 90% June 2021 on the project divided by the total approved capital budget for the project)x100}

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Ref KPI Unit of measurement Ward Annual target

Procurement of 600 chairs for 600 chairs procured for TL34 3;4;5 600 community halls community halls by 30 June 2021

Service delivery priorities for 2020/21: Infrastructure development and basic service delivery

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CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE (PERFORMANCE

REPORT PART II) a) National KPI – Municipal transformation and organisational development

The following table indicates the Municipality’s performance in terms of the national KPIs required in terms of the Local Government: Municipal Planning and the Performance Management Regulations of 2001 and section 43 of the MSA. These KPIs are linked to the national key performance area – municipal transformation and organisational development.

Municipal KPA and Indicators achievement 2019/20 Percentage of people from employment equity target groups that will be appointed in the three highest levels of management during the 2018/19 financial year in compliance with 66% the municipality’s approved employment equity plan Percentage of municipality's personnel budget actually spent on implementing its workplace skills plan by 30 June 2020 ((Total Actual Training Expenditure/ Total personnel 2% Budget)x100))

National KPIs: Municipal transformation and organisational development

4.1 INTRODUCTION TO THE MUNICIPAL WORKFORCE

The HM as at 30 June 2019 employs 141 (excluding 39 vacant positions), including permanent officials as well as employees appointed on long term fixed contracts, who individually and collectively contribute to the achievement of the municipality’s objectives. The primary objective of HR management is to render an innovative HR service that addresses both skills development and an administrative function.

4.1.1 Employment equity

The Employment Equity Act (1998) Chapter 3, Section 15(1) states that affirmative action measures are measures designed to ensure that suitably qualified people from designated groups have equal employment opportunities and are equitably represented in all occupational categories and levels in the workforce of a designated employer. The national performance indicator also refers to the: “number of people from employment equity target groups employed in the three highest levels of management in compliance with a municipality’s approved employment equity plan”. a) Employment equity versus population

Description African Coloured Indian White Other Total Population numbers 945 17 741 147 2 609 137 21 578 % population 4.38% 82.21% 0.68% 12.09% 0.63% 100%

Employment equity population 2019/20 (Source: IDP 2019/20 (Quantec 2017))

155 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE b) Occupational Levels - Race

The table below categories the number of employees by race within the occupational levels:

Occupational Male Female Total Levels A C I W A C I W

Top management 0 1 0 0 0 0 0 0 1

Senior management 0 1 0 1 0 0 0 0 2

Professionally qualified and experienced specialists and mid- 0 4 0 3 0 5 0 1 13 management

Technicians 0 0 0 0 0 0 0 0 0

Community and clerical workers 0 0 0 0 0 0 0 0 0

Machinery and driver operators 0 0 0 0 0 0 0 0 0

General workers 0 0 0 0 0 0 0 0 0

Skilled technical and academically qualified workers, 0 26 0 1 0 4 0 0 31 junior management, supervisors, foreman and superintendents

Semi-skilled and discretionary 0 13 0 0 0 18 0 2 33 decision making

Unskilled and defined decision 0 42 0 0 0 14 0 0 56 making

Temporary employees 0 4 0 0 0 4 0 1 9

Grand total 0 91 0 5 0 45 0 4 145

Occupational levels - race 4.1.2 Vacancy rate

The approved organogram for the Municipality had 182 posts for the 2019/20 financial year. The actual positions filled are indicated in the tables below by post level and by functional level. 48 Posts were vacant at the end of 2019/20, resulting in a vacancy rate of 26%.

Below is a table that indicates the vacancies within the Municipality:

Per post level Post level Filled Vacant MM and MSA section 57 and 56 3 0 Middle management 13 2

Skilled technical and academically 33 22 qualified workers, junior

156 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE

Per post level Post level Filled Vacant management, supervisors, foremen and superintendents Unskilled and defined decision 87 26 making Total 136 48 Per functional level Functional area Filled Vacant Municipal Manager 6 3 Corporate Services 9 3 Financial Services 25 4 Community Services 26 4 Technical Services 70 34 Total 136 48

Occupational levels – vacancy rate 4.1.3 Staff turnover rate

A high staff turnover may be costly to a municipality and might negatively affect productivity, service delivery and institutional memory/organisational knowledge. Below is a table that shows the staff turnover rate within the Municipality. The staff turnover rate shows a decrease from 7% in 2018/19 to 6% in 2019/20.

The table below indicates the staff turnover rate over the last three years:

Total no. of appointments at the No. of terminations Financial year New appointments Turn-over rate end of each financial during the year year

2018/19 147 6 11 7%

2019/20 145 6 9 6%

Staff turnover rate as at 30 June 2020 The table below shows a breakdown of the different categories of terminations and appointments:

Appoint Promo- Retire- Dismiss Resigna Disabl Month Total Death Total -ments tions ments als tions ed July 2019 0 2 2 0 1 0 0 0 1 August 2019 2 0 2 0 2 1 0 0 3 September 0 3 3 0 0 0 0 0 2019 October 1 0 1 0 0 1 0 0 1 2019

157 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE

Appoint Promo- Retire- Dismiss Resigna Disabl Month Total Death Total -ments tions ments als tions ed November 0 0 0 1 0 1 0 0 2 2019 December 0 0 0 0 0 0 0 1 1 2019 January 0 3 3 0 0 0 0 0 2020 February 1 1 2 0 0 1 0 0 1 2020 March 2020 3 0 3 0 0 1 0 0 1 April 2020 0 0 0 0 0 0 0 0 May 2020 0 0 0 0 0 0 0 0 June 2020 0 0 0 0 0 0 0 0 Total 7 9 16 1 3 5 0 1 10

Termination categories

4.2 MANAGING THE MUNICIPAL WORKFORCE

Managing the municipal workforce refers to analysing and coordinating employee behaviour. 4.2.1 Injuries

An occupational injury is a personal injury, disease or death resulting from an occupational accident. Compensation claims for such occupational injuries are calculated according to the seriousness of the injury/disease and can be costly to a municipality. Occupational injury will influence the loss of man hours and therefore financial and productivity performance.

Injuries show a number of 17 employees for 2019/20 compared to the amount of 10 employees for 2018/19.

Incidents are investigated to determine whether there was any negligence involved to ensure that it is an actual injury on duty.

The table below indicates the total number of injuries within the different directorates:

Directorates 2018/19 2019/20 Municipal Manager 0 1 Corporate Services 0 0 Finance 1 3 Community Services 4 6 Technical Services 5 7 Total 10 17

Injuries

158 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE

4.2.2 Sick leave

The number of day’s sick leave taken by employees has service delivery and cost implications. The monitoring of sick leave identifies certain patterns or trends. Once these patterns are identified, corrective action can be taken.

The total number of sick leave taken during the 2019/20 financial year (286) shows an increase when compared with the 2018/19 financial year (399).

The table below indicates the total number sick leave days taken within the different directorates:

Department 2018/19 2019/20 Municipal Manager 25 17 Corporate Services 14 30 Finance 71 58 Community Services 114 80 Technical Services 175 101 Total 399 286

Sick leave 4.2.4 HR Policies and Plans

Policies and plans provide guidance for fair and consistent staff treatment and a consistent approach to the managing of staff.

The table below shows the HR policies that was reviewed and workshopped during the 2019/20 financial year:

Date approved / Name of policy reviewed 28 November 2019 Succession Planning Policy RIK02/11-19 28 November 2019 Private Work Policy Council in Committee RIK02/11-19

HR policies reviewed

4.3 CAPACITATING THE MUNICIPAL WORKFORCE

Section 68(1) of the MSA states that a municipality must develop its HR capacity to a level that enables it to perform its functions and exercise its powers in an economical, effective, efficient and accountable way. For this purpose, the HR capacity of a municipality must comply with the Skills Development Act (SDA), 1998 (Act No. 81 of 1998), and the Skills Development Levies Act, 20 1999 (Act No. 28 of 1999).

159 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE

4.3.1 Skills matrix

The table below indicates the number of employees that received training in the year under review:

Number of employees Number of employees that Management level Gender identified for training at start received training of the year Female 0 0 MM and S57 Male 3 2

Legislators, senior officials Female 9 3 and managers Male 10 3

Associate professionals and Female 4 1 technicians Male 4 3 Female 9 3 Professionals Male 10 1 Female 6 6 Clerks Male 8 2 Female 10 0 Service and sales workers Male 15 0

Craft and related trade Female 0 0 workers Male 0 0

Plant and machine operators Female 1 0 and assemblers Male 17 0 Female 12 0 Elementary occupations Male 36 0 Female 52 13 Sub total Male 102 11 Total 154 24

Skills matrix The following training was implemented:

Type of training Details

MFMP FACHS

Advanced Diploma Admin & Finance University of the Western Cape

Advanced Diploma Admin University of the Western Cape

B-Admin Honours University of the Western Cape

B-Admin Masters University of the Western Cape

Details of training implemented

160 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE

4.3.2 Skills development – training provided

The Skills Development Act (1998) and the MSA require employers to supply employees with the necessary training to develop its HR capacity. Section 55(1)(f) states that as head of the administration the Municipal Manager is responsible for the management, utilization and training of staff.

Training provided within the Number of reporting period employees as at Occupational categories Gender the beginning of Skills programmes and other the financial year short courses Actual Target

Municipal Manager and Female 0 0 0 senior managers Male 3 2 3 Female 6 3 6 Professionals Male 6 3 6

Community and safety Female 1 1 1 workers Male 4 2 4

Technicians and trade Female 4 4 4 workers Male 6 2 6 Female 10 5 10 Clerks Male 10 2 10 Female 12 0 12 Service and sales workers Male 10 0 10

Plant and machine operators Female 1 0 1 and assemblers Male 20 0 20 Female 12 0 12 Elementary occupations Male 36 0 36 Female 48 13 48 Sub total Male 97 11 97 Total 145 24 145

Skills development 4.3.3 Skills development - budget allocation

The table below indicates that a total amount of R581 024.00 was allocated to the workplace skills plan and that 79.6% of the total amount was spent in the 2019/20 financial year:

Total personnel budget Total allocated Total spent % Spent R402 295.46 R402 295.46 R387 843.08 96.4%

Budget allocated and spent for skills development

161 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE

LGSETA requires all municipalities to submit quarterly training reports with evidence of attendance in order to ensure that actual training is taking place in terms of the Skills Development Plan submitted for the 2019/20 financial year.

4.4 MANAGING THE MUNICIPAL WORKFORCE EXPENDITURE

Section 66 of the MSA states that the accounting officer of a municipality must report to the council on all expenditure incurred by the municipality on staff salaries, wages, allowances and benefits. This is in line with the requirements of the Public Service Regulations (2002), as well as National Treasury Budget and Reporting Regulations SA22 and SA23. 4.4.1 Personnel expenditure

The percentage personnel expenditure is essential in the budgeting process as it reflects on current and future efficiency. The table below indicates the percentage of the municipal budget that was spent on salaries and allowance for the past three financial years and that the municipality is well beneath the national norm of between 35 to 40%:

Total expenditure Total operating Percentage Financial year salary and allowances expenditure R’000 % 2018/19 37 005 93 253 40 2019/20 38 956 100 462 38.81

Personnel expenditure Below is an analysis of the personnel expenditure for the year under review:

2018/19 2019/20 Description Actual Actual R Councillors (Political office bearers plus other) Salary 2 658 416 2 820 637 Cell phone allowance 365 306 395 220 Subtotal - Councillors 3 023 722 3 215 857 % increase/(decrease) 0.365% 6.35% All municipal employees (excl. Councillors) Salary 29 142 060 29 648 559 Company contributions 6 113 672 5 375 496 Motor vehicle allowances 1 068 505 871 590 Housing benefits and allowances 475 953 486 378 Performance bonus 104 806 382 012 Overtime 1 184 584 1 455 898

162 CHAPTER 4: ORGANISATIONAL DEVELOPMENT PERFORMANCE

2018/19 2019/20 Description Actual Actual R Subtotal - All municipal employees (excl. councillors) 38 089 580 38 219 933 % increase/ (decrease) 6.65% 0.34% Total municipality 41 113 302 41 435 790 % increase/(decrease) 6.35% 0.78%

Personnel expenditure

163 LIST OF TABLES, GRAPHS AND FIGURES

Council Committees meetings ...... 40 LIST OF TABLES Implementation of council resolutions ...... 41 Municipal wards...... 10 Administrative governance structure ...... 42 Population ...... 14 Financial disclosure of senior managers ...... 43 Population by race ...... 14 Inter-governmental structures ...... 44 Population by race per area ...... 14 Joint projects and functions with sector Population by age and gender ...... 15 departments ...... 49 Population age ratio’s ...... 15 Public meetings ...... 51 Total number of households ...... 16 Ward committee meetings ...... 55 Total number of indigent households ...... 16 Functioning of ward committees ...... 56 Gross domestic product contribution of Hantam IDP participation and alignment criteria ...... 56 ...... 17 Action plan to address the top five risks ...... 58 Socio economic profile ...... 19 Approved risk policies and strategies ...... 58 Municipal challenges ...... 21 Strategies ...... 59 Basic service delivery performance ...... 21 Members of the AC ...... 60 Current sanitation statistical information ...... 23 Highlights: SCM...... 62 Basic services delivery challenges ...... 25 Challenges: Supply Chain Management ...... 63 Basic service challenges ...... 29 Largest capital project - contractor ...... 63 Households with minimum level of basic services ...... 29 Management control ...... 63

Financial viability highlights ...... 30 Skills development ...... 64

Financial viability challenges ...... 30 Enterprise and supplier development ...... 65

Financial overview ...... 31 Policies ...... 66

Total capital expenditure ...... 31 Website checklist ...... 68

Municipal transformation and organisational Communication activities ...... 68 development highlights ...... 31 Communication activities ...... 68 Municipal transformation and organisational Highlights Communication ...... 69 development challenges ...... 32 Challenges Communication ...... 69 Financial competency development: Progress report ...... 33 Economic development...... 74

Audit outcomes ...... 34 Infrastructure development and basic service delivery ...... 77 Highlights: Good governance and public participation ...... 36 Instatutional development and transformation ...... 78 Challenges: Good governance and public participation ...... 36 Financially sustainability and viability ...... 79

Council ...... 39 Good governance and public participation ..... 80

Council meetings ...... 39 Functional areas ...... 81

164 LIST OF TABLES, GRAPHS AND FIGURES

Capital projects of all wards ...... 82 Summary of existing streets and roads ...... 100

Basic service provision for all wards ...... 82 Asphalt roads ...... 100

Household services ...... 82 Gravel roads ...... 101

Sources of water (Source: Annual Report Highlights: Roads ...... 101 2015/16) ...... 84 Challenges: Roads ...... 102 Distribution of households with access to piped Employees: Roads ...... 102 water (Census 2011) ...... 84 Capital expenditure 2019/20: Roads services Water service delivery levels ...... 85 ...... 103 Water service delivery highlights ...... 86 Stormwater service delivery highlight ...... 103 Water service delivery challenges ...... 86 Stormwater service delivery challenges ...... 104 Employees: Water services ...... 87 Highlights: Planning ...... 107 Capital expenditure 2019/20: Water ervices . 87 Planning challenges ...... 108 Provision of formal sanitation ...... 88 Applications for land use development ...... 108 Sanitation service delivery highlight ...... 89 Town planning and building control service Sanitation service delivery challenges ...... 89 delivery statistics...... 108

Distribution of households by type of toilet Employees: Planning ...... 109 facility ...... 89 Mainstream renewable energy projects 2020 Employees: Sanitation services ...... 90 ...... 112

Capital expenditure 2019/20: Sanitation LED highlights ...... 113 services ...... 91 LED Challenges ...... 114 Electricity service delivery levels ...... 91 Job creation through EPWP projects ...... 114 Electricity service delivery highlights ...... 92 Tourism awareness/events ...... 115 Electricity service delivery challenges ...... 94 Employees: LED ...... 115 Employees: Electricity services ...... 95 Libraries highlights ...... 116 Capital expenditure 2019/20: Electricity services Libraries challenges ...... 119 ...... 95 Service statistics – Libraries ...... 119 Refuse removal service delivery levels ...... 96 Employees: Libraries ...... 120 Waste removal service delivery highlight ...... 97 Cemeteries highlights...... 120 Waste removal service delivery challenges.... 98 Cemetries challenges ...... 120 Employees: Waste management (refuse collections, waste disposal, street cleaning and Special programmes executed during 2019/20 recycling) ...... 98 ...... 122

Capital expenditure 2019/20: Waste Traffic, security and licensing highlights ..... 124 Management services ...... 98 Traffic, security and licensing challenges .... 125

Housing needs register ...... 99 Service data for traffic, security and licensing Access to free basic services (Source: Back-to- ...... 125 Basic Provincial Report) ...... 99 Employees: Traffic, security and licensing ... 126 165 LIST OF TABLES, GRAPHS AND FIGURES

COVID-19 Joint operational committee members Service delivery priorities for 2020/21: Economic ...... 128 development ...... 150

COVID-19 Steering committee members .... 128 Service delivery priorities for 2020/21: Financially sustainable and viability ...... 151 COVID-19 challenges ...... 129 Service delivery priorities for 2020/21: Good COVID-19 action plan ...... 129 governance and public participation ...... 152 COVID-19 communication/awareness ...... 130 Service delivery priorities for 2020/21: Community halls highlights ...... 131 Infrastructure development and basic service

Community halls challenges ...... 131 delivery ...... 154

Swimming pools challenge ...... 132 National KPIs: Municipal transformation and organisational development ...... 155 Caravan park highlights...... 132 Employment equity population 2019/20 Caravan park challenges ...... 132 (Source: IDP 2019/20 (Quantec 2017)) ..... 155 Nature reserves highlights ...... 135 Occupational levels - race ...... 156 Nature reserves challenges ...... 135 Occupational levels – vacancy rate ...... 157 Sport grounds highlights ...... 136 Staff turnover rate as at 30 June 2020 ...... 157 Sport grounds challenge ...... 138 Termination categories ...... 158 Employees: Sport ground ...... 138 Injuries ...... 158 Capital expenditure 2019/20: Sport grounds Sick leave ...... 159 services ...... 139 HR policies reviewed ...... 159 Executive and council highlights ...... 142 Skills matrix...... 160 Executive and council challenges ...... 143 Details of training implemented ...... 160 Employees: Executive and council ...... 143 Skills development ...... 161 Capital expenditure 2019/20: Sport grounds services ...... 144 Budget allocated and spent for skills development ...... 161 Service standards for financial services ...... 145 Personnel expenditure ...... 162 Financial services highlight ...... 145 Personnel expenditure ...... 163 Financial Services challenges ...... 145

Employees: Financial services ...... 146 LIST OF GRAPHS Capital expenditure 2019/20: Financial services ...... 146 Graph 1: Overall performance per strategic objective .. 73

HR highlights ...... 148 Graph 2: Distribution of households with access to piped water (Census 2011) ...... 85 HR challenges ...... 148 Graph 3: Distribution of households by type of toilet facility Corporate services highlights ...... 149 ...... 90 Corporate services challenges ...... 149 Graph 4: Electricity service delivery levels ...... 92 Employees: Corporate services ...... 149 Graph 5: Refuse removal service delivery levels ...... 97

Service delivery priorities for 2020/21: Instutional development and transformation 150 166 LIST OF TABLES, GRAPHS AND FIGURES

LIST OF FIGURES

Figure 1: Maps of Hantam Municipal Area ...... 8

Figure 2: Map of Hantam road infrastructure ...... 10

Figure 3: Map: Hantam Municipal Wards ...... 10

Figure 4: SDBIP measurement criteria ...... 72

167 LIST OF ABREVIATIONS

ABBREVIATIONS

AG Auditor-General CAPEX Capital Expenditure CBP Community Based Planning CFO Chief Financial Officer

CoGHSTA Commitment from Co-operative Governance, Human Settlements and Traditional Affairs

CSD Central Suppliers Database CWP Capital Works Programme DoRA Division of Revenue Act DPLG Department of Provincial and Local Government DWAF Department of Water Affairs and Forestry EE Employment Equity EPWP Extended Public Works Programmes EPWP Expanded Public Works Programme GAMAP Generally Accepted Municipal Accounting Practice GDPR Gross Domestic Product Rate GRAP Generally Recognised Accounting Practice HM Hantam Municipality HR Human Resources IDP Integrated Development Plan IFRS International Financial Reporting Standards IGR Intergovernmental Relations IMFO Institute for Municipal Finance Officers KPA Key Performance Area KPI Key Performance Indicator LED Local Economic Development

LGSETA Local Government Sector Education and Training Authority

MayCo Executive Mayoral Committee MBRR Municipal Budget and Reporting Regulations MEC Member of Executive Council MFMA Municipal Finance Management Act (Act No. 56 of 2003) MFMP Municipal Financial Management and Planning MIG Municipal Infrastructure Grant MM Municipal Manager MMC Member of Mayoral Committee MPAC Municipal Public Accounts Committee MSA Municipal Systems Act No. 32 of 2000 mSCOA Municipal Standard Chart of Accounts MTECH Medium Term Expenditure Committee NGO Non-Governmental Organisation

168 LIST OF ABBREVIATIONS

NT National Treasury OPEX Operating Expenditure PAC Performance Audit Committee PMS Performance Management System PPP Public Private Partnership PT Provincial Treasury RBAP Risk Based Audit Plan RBIG Regional Bulk Infrastructure Grant SALGA South African Local Government Association SAMDI South African Management Development Institute SCM Supply Chain Management SDBIP Service Delivery and Budget Implementation Plan SDF Spatial Development Framework

SPLUMA Spatial Planning and Land Use Management Act

169